training

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Information
sheet 1
Unit Title
Perform kaizen
Module Title
Performing kaizen
INTRODUCTION
Within the Kaizen way of thinking, not a day should go by without some
kind of improvement being made somewhere in the company. After
WWII most Japanese companies had to start from the ground up. Every
day brought new challenges to managers and workers alike, and every day
meant progress. Simply staying in business required unending progress,
and Kaizen has become a way of life.
Kaizen - The Definition
Kaizen (Ky ‘ zen) is a Japanese term that means continuous
improvement, taken from words 'Kai', which means continuous and 'zen'
which means improvement. Some translate 'Kai' to mean change and

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'zen' to mean good, or for the better.
Problem Solving
Kaizen starts with a problem or, more precisely, with the recognition that a
problem exists. Where there are no problems, there is no potential for
improvement. A problem in business is anything that inconveniences peo-
ple downstream, either people in the next process or ultimate customers.
Constant Improvement
In any business, an employee’s work is based on existing standards
imposed by management. Improvement refers to improving those stan-
dards. The Japanese perception of management boils down to one pre-
cept: to maintain and improve standards.
Standardization
There can be no improvement where there are no standards. The starting
point in any improvement is to know exactly where one stands. There
must be a precise standard of measurement for every worker, every

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machine, and every process. Similarly, there must be a precise standard of
measurement for every manager.
The Suggestion System
Kaizen covers the total spectrum of business, starting with the way the
worker works in the shop, moving on to improvements in the machinery
and facilities, and finally effecting improvements in systems and proce-
dures. Many top Japanese executives believe that Kaizen is 50 percent of
management's job, and really, Kaizen is everybody’s job
Kaizen vs. Innovation
Kaizen vs. innovation could be referred to as the gradualist-approach vs.
the great-leap-forward approach. Japanese companies generally favor the
gradualist approach and Western companies favor the great-leap approach,
which is an approach epitomized by the term innovation.
Innovation is characterized by major changes in the wake of technological
breakthroughs, or the introduction of the latest management concepts or
production techniques. Kaizen, on the other hand, is un-dramatic and
subtle, and its results are seldom immediately visible. Kaizen is continuous
while innovation is a one-shot phenomenon. Further, innovation is tech-

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nology and money-oriented whereas Kaizen is people- oriented.
Management Support of Kaizen
If the benefits of Kaizen come gradually, and its effects are felt only on a
long-term basis, it is obvious that Kaizen can thrive only under top man-
agement that has a genuine concern for the long-term health of the com-
pany.
THE STARTING POINT FOR IMPROVEMENT IS TO RECOGNIZE
THE NEED. THIS COMES FROM RECOGNITION OF A PROBLEM. IF NO
PROBLEM IS RECOGNIZED, THERE IS NO RECOGNITION OF THE NEED
FOR IMPROVEMENT.
COMPLACENCY IS THE ARCH-ENEMY OF KAIZEN. THEREFORE,
KAIZEN EMPHASIZES PROBLEM-AWARENESS AND
PROVIDES CLUES FOR IDENTIFYING PROBLEMS.”
Key Characteristics
 Permanent method changes
 Continuous flow of small ideas

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 Immediate, local implementation
What Is A Kaizen Blitz?
The Kaizen Blitz (or Kaizen Event) is a focused, short-term project to improve a
process. The most common targets for kaizen events are:
 Workcell Implementation
 Setup Reduction
 5S
It includes training followed by an analysis, design, and re-arrangement of a
product line or area. The usual Kaizen Event takes 2-10 days.
Significant resources such as Engineering and Maintenance must be available. Cell
Operators
Kaizen in The Manufacturing Strategy
Quick and Easy Kaizen is the missing ingredient in many Lean Manufacturing
initiatives but is the heart of the Toyota production system. Toyota states:
"...based on the concept of continuous improvement, or kaizen, every Toyota team
member is empowered with the ability to improve their work environment. This
includes everything from quality and safety to the environment and productivity.
Improvements and suggestions by team members are the cornerstone of Toyota's

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success."
It requires both conscious and sub-conscious thinking about improvements day-by-
day and minute-by-minute from everyone. While each improvement is indeed
"Quick & Easy,” nurturing such a program and effectively integrating into
corporate culture is far more difficult than a blitz. But, as Toyota has demonstrated,
it offers a more sustained competitive advantage.
Advantages of The Kaizen Blitz
Following Von Clausewitz' principle of "concentration" it focuses all resources
towards a narrow and specific objective. The intensity and urgency overcomes
the intellectual resistance to a new paradigm. People have little time to think of
reasons for delay. It forces solutions.
A Kaizen Event
 Is a highly focused "assault" on an area process to achieve rapid
improvement
 Uses a cross-functional team with process insiders and outsiders
 Achieves as many improvements as possible during a typical
3-5 day event
 Augments, but does not replace, continuous improvement

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Some Paths to Improvement
 Individual efforts
 Part-time groups or teams
 Kaizen events

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When Are Kaizen Events
Appropriate?
A. Need for solution is urgent
1. Competitive crisis
2. High customer dissatisfaction
B.Big impact projects
1. Significant impact on sales or profits
2. Bottlenecks
C. Cannot tolerate prolonged disruptio n

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Selecting Candidates for
Kaizen Events
 Factors to consider
1. Strategic goals of the organization
2. Current performance of process' department 'machine (good time for
Value Stream Mapping)
3. Feasibility (difficulty' resources required' probability of success)
 Selecting the top few candidates
1. Decision matrix (sample available on request)

10. Value Stream Map
1. Technique to analyze the production of a product line from
receiving dock to
shipping dock
2. Structured way to gather, organize, and present pertinent data
about the existing process
Selecting the "Pilot" Event
1. High likelihood of success
2. Results will be highly visible
3. Makes a significant impact to the organization
4. Solves operational problems, not management issues
5. Area has a stable current process

11. Preparing For the Event
1. Select team sponsor
2. Select team leader
3. Choose the facilitator
4. Choose team participants
5. Develop the team charter
6. Gather data prior to the event
7. Prepare the organization
Team Sponsor
1. High level champion of the cause
2. Upper management advisor to the team
3. Breaks through road blocks
4. Arranges support for the team during the event
5. Ensures coverage so that team members are not interrupted
during the event

12. Team Leader
1. Determines session objectives and process to be followed
2. Meets with facilitator to review session objectives and process
3. Sends agenda to team members in advance
4. Is the leader, not the boss
Traits of Good Team Lea d e rs
1. Prev i o u s suc c e s s as a lea de r (chu rc h , scouts, military,
civic, etc.)
2. Has experienced a kaizen event
3. Good knowledge of lean manufacturing (if production area event)
4. Good knowledge of waste elimination techniques
5. Not dictatorial - understands participative management
6. Comfortable working in the target area
7. Good people skills

13. Team Facilitator
1. Manages how people work together during team activities
2. Keeps activities moving along the process and time schedule set
by the team leader
Recorder
1. Records important results, actions, & decisions
2. Promptly distributes minutes to participants
3. Usually a team member

14. Identify Other Members
a. Insiders - who work in or around the process
1. Machine Operator
2. Buyer
3. Assembler
4. Planner
b. Outsiders
1. Provides non-tainted viewpoint & new ideas
2.Can be inside or outside of the company
Traits of Good Participants
A. Understands the target area
1. May work in area
2. Can learn the area
B.Open to doing things differently
C.Will get involved
D. Good communicators
E. Brings knowledge (technical or procedural) that will help
the team succeed

15. The Kaizen Team Charter
A. Team Charter clearly identifies rules of
operation
1. Objectives
2. Scope
3. Resources available (budget' assistance' etc.)
4. Authority of the team (and it's limits)
5. Deliverables
6. Schedule
7. Code of Conduct (developed at kick-off meeting)
B. Created by leader and approved by team
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16. Before 1st Team Meeting
A. Gather detailed information in advance
1. Process steps
2. WIP levels
3. Capacities/process times
4. What is produced and how much?
5. Cycle and queue times
6. Batch sizes & changeover frequency
7. Defect Rates
8. Up-time
9. Number of operators
B. Photos and layout of target area

17. Rolling Out the Kaizen Event
 Preparing the Organization - considerations
1. Developing a sense of trust across the organization
2. Generating enthusiasm about the event
3. Demonstration of commitment by management
4. Publicizing the event - before and after
5. Getting the union to cooperate
 Team Kickoff (includes sponsors)
IReview draft charter' modify' approve
I Develop code of conduct (agreement on rules)
I Discuss training and event logistics' etc.

18. Setting the Proper Environment for the Event
A. Logistics
1. Location — off-site' on-site' or in work area
2. Food — feed the team — feed everyone?
3. Tools' supplies
B. Work hours (in advance)
C. Handling interruptions (coverage)
D. Support from rest of organization (sponsor's responsibility)
E. Energy breaks

19. KaizenEvent Sequence
(Start to Finish)
1. Training & kick-off activities
a. Lean manufacturing (if inproduction area)
b. Tools of continuous improvement
(pareto, fishbone, run charts, 5-whys,
processanalysis,etc.)
2. Analysis of current "state"
3. Select areas of focus
4. Create possible solutions
5. Select solutions

20. Analyzing the Current State- Some Wastes to Look For
A. Too many process steps
B. Excessive travel distance or time
C.Waiting
D. Ineffective scheduling
E. Excessive handling
F. Inventory storage areas
G.Excess WIP
Analyzing the Current State- Some Wastes to Look For
A. Bottlenecks
1. Defects
2. Poor organization of work area (5S
needed)
3. Large batch sizes and long setup times
4. Disjointed process steps (need flow)
5. Inefficient processes
6. Opportunities to apply technology to improve efficiency

21. Creating Solutions
A. Open your mind to new possibilities
1. Don't be bound by what is done today
2. Do you need it?
3. Should it be outsourced?
4. Build it a different way
5. Design it differently
B. Don't be discouraged by prior failures
1. We tried to get approval for that before!
2. That'll never happen!

22. Visualize thePerfectSolution
A. What would be the ideal situation?
B. What if all waste were eliminated?
C. Elevates the target for generating solutions
KaizenEvent Sequence
A .Establish metrics for success
B . Plan & implement (repeat ifnecessary)
C.Standardize and sustain
D.Report results
E. celebrate

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Finding Time forKaizen Events
A. Work overtime to recover lost production
B. Reroute production to other area
C. Perform the event over a weekend
D. Run the event early in a production period
E. Finish "period" production early and then
run the event
F. Take advantage of a "slow" time
G.Outsource some production to "buy" time
H. Run the event concurrent with production
Successful Uses of the P ro c e s s
A. Sales - quotes take too long
1. Reduced quote cycle by >40%
2. Improved on-time delivery of quotes from "?" to
>80 %
B. Engineering — a bottleneck
1. Improved on-time releases of engineering fro
<<50% to >80%
C. Assembly — high cost
1. 40 % reduction in manual assembly costs
Successful Uses of the P ro c e s s
A. Quality costs - too high
50% reduction in defects
B. Late material deliveries
Late deliveries cut in half

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