Kaizen Event and Continuous Improvement

The Kaizen Event is a concentrated effort for targeted improvement, involving the actual implementation of changes rather than just recommendations. These events, also called Kaizen Blitz, Rapid Improvement Events, or Kaikaku Events, occur within a brief timeframe, usually lasting 1 to 5 days.

What’s its purpose?

The Kaizen Event is a well-organized, team-based initiative that directs organizational resources, provides immediate solutions, and speeds up improvements across internal operations. In these events, a small cross-functional team of 5 to 15 individuals focuses exclusively on a designated process. The main objective is to generate ideas that address specific challenges, enhance workflow, maximize value, and minimize errors—all accomplished within a short period.

Key Traits of Kaizen Events:

1. Kaizen Events involve collaborative team efforts.
2. Kaizen Events are typically guided or facilitated.
3. Kaizen Events are problem-solving events.
4. Lastly, team members in a Kaizen Event must grasp lean tools to concentrate on achieving one or more lean goals.

The Major Phases of Kaizen Events

To optimize success, Kaizen Events follow distinct phases. These commonly involve preparation, training, implementation, evaluation, and follow-up.

1. Preparatory Phase

Defining Scope and Objectives:

• Define the scope and target area of the Kaizen Event.
• Identify and clearly describe Kaizen outcome objectives.

Kaizens may be identified through a specific organizational focus, known as the top-down approach, or recommended by local improvement change agent / team member, referred to as the bottom-up approach. Or it may be identified through analysis of customer feedback or analysis data. Regardless of the method, it’s crucial for the objectives to be clear and aligned with organization strategy.

Team Planning and Orientation:

• Propose and finalize team members and roles.
• Provide orientation to the Kaizen team.
• Validate and update team objectives as needed.

Ensure that team members are receptive to novel or conflicting ideas, possess a clear understanding of the necessity for change, and hold process knowledge. Ultimately, they should be capable of articulating the benefits of changes driven by Kaizen Events, as they will swiftly become advocates for the initiative’s outcomes.

A successful Kaizen Event requires a well-balanced mix of resources:

• Individuals actively involved in the process.
• Individuals responsible for supplying process inputs.
• Individuals receiving process outputs.
• Individuals with knowledge of lean thinking.
• Individuals detached from the process but adept at posing challenging questions.

Logistics and Resources Readiness:

• Establish timing and scheduling requirements.
• Prepare other organizational resources (not on the team) for the upcoming Kaizen Event.
• Identify and ready materials, special tools, and equipment.

Guidance and Checklists:

• Prepare lean method checklists, if necessary, to guide team activities.

2. Training

In this stage, team members receive training on the relevant lean goals and methods intended for implementation during the Kaizen Event like Value Stream Mapping (VSM). It’s essential not to assume that team members share the same or accurate understanding of lean principles and methods.

While some organizations may choose to hold the training session on the first day of the Kaizen Event, from my personal experience, I believe it’s more effective to conduct the training beforehand. This way, during the Kaizen Event, you can focus directly on the key tasks without spending valuable time on training activities.

Minimum Training Requirements for Kaizen Events:

When preparing your teams for a Kaizen Event, ensure they have a basic understanding and proficiency in the following areas:

• Lean Principles
• Capacity / Demand basics
• Current state and future state mapping (enterprise, value stream, function-level), as applicable.
• Process flow diagram
• Continuous flow
• Lean metrics
• Team dynamics
• Team decision making

3. Kaizen Event

During  Kaizen Event

Day 1 -2

1. Present input from customers, which should provide a clear picture of where the process is succeeding and failing
2. Present data on the current operation
3. Create a Current Value Stream Map (CVSM) of the current operation
4. Analyze the current process to find steps that don’t add value (waste)

Day 3 – 4

1. Create a Future Value Stream Map (FVSM)
2. Brainstorm ideas to improve the areas identified in CVSM
3. Develop and prioritize solutions
4. Define ways to measure the success or failure of the changes

Day 5

• Devise plan for implementation or Do it Immediately if possible
• Present a report on the findings to leadership.

4. Implementation Phase

The Kaizen Event Implementation Phase is a crucial stage following the Kaizen Event, focusing on translating planned improvements into action. It involves putting the identified changes into practice to enhance processes and achieve organizational goals.

Key Elements of the Implementation Phase:

1. Action Plan Execution:
   • Implement the action plan developed during the Kaizen Event.
   • Ensure clear communication of responsibilities and timelines.
2. Continuous Monitoring:
   • Establish a system for ongoing monitoring of implemented changes.
   • Regularly assess the effectiveness of the changes and address any emerging issues.
3. Training and Skill Enhancement:
   • Provide necessary training for employees affected by the changes.
   • Enhance skill sets to align with the new processes and methods.
4. Feedback Mechanisms:
   • Maintain open communication channels for real-time feedback.
   • Encourage employees to share insights and concerns about the implemented changes.
5. Adjustments and Refinements:
   • Be prepared to make adjustments based on feedback and performance evaluations.
   • Continuously refine processes to optimize efficiency and effectiveness.
6. Documentation and Reporting:
   • Keep thorough documentation of the implemented changes.
   • Generate reports to track progress and measure the impact on organizational objectives.

Success Indicators:

• Improved Operational Efficiency:
  • Measure efficiency gains resulting from the implemented changes.
• Employee Satisfaction:
  • Assess employee satisfaction through feedback and engagement levels.
• Achievement of Lean Goals:
  • Evaluate whether the implemented changes align with and contribute to lean goals.

Challenges and Solutions:

• Resistance to Change:
  • Address resistance through effective communication and involvement.
  • Highlight the benefits and positive outcomes of the implemented changes.
• Resource Allocation:
  • Ensure adequate resources are allocated for successful implementation.
  • Adjust resource allocation based on evolving needs during the implementation phase.

5. Evaluation and Follow-up

This phase holds a critical role in ensuring the success of the Kaizen Event

Real-time Feedback: Be prepared to capture real-time feedback on process changes.

Useful Techniques:

• Create Communication Channels:
  • Flipcharts in the work area to record feedback.
  • Kaizen Event blogs.
  • Kaizen Event email address for sharing thoughts.
• Conduct Formal Surveys:
  • Generate surveys for employee feedback.
  • If applicable, include feedback from customers and/or suppliers.
• Evaluate Metrics:
  • Assess both existing and new metrics to determine if the Kaizen Event achieved the desired results.
• Update Business Case:
  • If documented, update the original business case to justify the Kaizen Event.
• Follow-up Meetings:
  • Conduct follow-up meetings with team members and affected resources.
  • Determine the success of the Kaizen Event and identify any necessary resource refinements.

15 Rules for Kaizen Events

Source – https://www.villanovau.com/articles/six-sigma/kaizen-event-steps/

• Keep an open mind to change
• Maintain a positive attitude
• Create a blameless environment
• Encourage nonjudgmental thinking
• Be aware of multiple alternatives
• Treat others as you want to be treated
• Respect and involve all team members
• One person, one vote
• Ignore position/rank
• Create a team environment
• There’s no such thing as a dumb question
• Create a bias for action – just do it
• Creativity before capital
• Never leave in silent disagreement
• Have fun

Conclusion

Kaizen Events are like strong tools for organizations that want to keep getting better. By encouraging open communication, creativity, and always trying to get better, these events can make big improvements in how a business works. This means the business can run more smoothly and make customers happier.

References

https://www.kaufmanglobal.com/glossary/kaizen-event/