KAIZEN EVENT

1
Stages of Kaizen Event
• Planning and Preparation
• Event
• Report out
• Follow-up
Planning and Preparation
There are 5 Basic Steps:

• Identify the business case.

• Set goals.
• Select the team.
• Collect baseline data.
• Plan to support the Kaizen
activity.
Identify the Business Case
The business case is the launching pad for a kaizen and is defined as
a discrepancy between our customer's expectations and our current
processes.

The business case creates the focus for the kaizen and is
documented on an A3. Examples of a business case for a kaizen
include: Eliminate the Gap!

• Reduce lead times

• Increase delivery performance
• Eliminate scrap
• Reduce inventories
• Increase capacity
• Eliminate bottlenecks
• Reduce changeover time Customer
• Reduce machine failures
• Quality improvements
Set Goals (SMART)
•Measurable
• Examples: Time, Money, Defects
•Align with the company’s strategic goals and
identified by the Plant A3 and Value Stream Map
• Safety, Quality, Delivery, Cost
•Stretch but realistic (target at least 50%
improvement)
•Should result in a new process or new standard
•Documented on the an A3
•1 improvement idea per team member, PER
OBSERVATION (6-7 ideas per person total)
Select the Team
• Team size should be based on the area(s) being
kaizened.
• A trained Facilitator and a Team Leader for each Team
• Typically 4-6 people per machine or process
• Every team member should be chosen for a specific
reason
• Management
• “Different Set of Eyes”
• Customers and Suppliers (internal or external)
• Experts (people who actually do the work)
• Maintenance
• Change Agents and “CAVE Men”
 Collect Baseline Data
Baseline data is collected to document the current condition
and assist in setting the goals. This information may include
the following:
Space Constraints Lead Time
Inventory Scrap Rate

  Productivity
Cycle Time
Takt-Time
Safety/Ergonomics - Loss
                                                       

5-S Visual Measurement

Customer Satisfaction Current Standard Work

The background information is used to produce a Value-

Stream Map or Process Map by the Facilitator or Team
Leaders for the problem being addressed by the Kaizen.
Plan to Support Kaizen Event
While the goal of a Kaizen is to work around the process,
interruptions are inevitable as improvements are
implemented. Success requires action prior to the
Kaizen. Items to consider:
• Set maintenance support to cover Kaizen needs
• Perform moves that can be identified prior to Kaizen
• Set labor to cover customer needs during the Kaizen or
work ahead
• Adjust work scheduled and flowed through selected
area during Kaizen
• Create a “claw-back” or “recovery” plan to be instituted
after Kaizen if necessary
 Pareto 80/20 Rule
Pareto (Italian
Economist):
20% of the people own
80% of the wealth.

20% of the activities in a

process cause 80% of
the problem.

Vital Few, Trivial Many

 Stages of the Kaizen Event
The Standard Work elements of a Kaizen Event are:
Do It
Again Celebrate
Start Document
Reality
Make this
the Standard
Identify
Waste

Results:
A new way of work Measure
Results

Plan
Countermeasures
Reality Make Changes
Check Verify Change
Document Reality
Document the Current Process. We need to understand how processes
are performed today (may be done prior to Kaizen as well).

Documentation Includes: Document

• Value Stream Map Reality
• Spaghetti Chart
• Observation Sheet *
• Standard Work Combination Table *
• Balance Table
• Layout
• 5S & Safety Audit
• Process definition (volume, mix, difficulty levels)
* One for each worker

Take the time to validate the baseline information and understand what is happening in the
area.
Identify Waste
Those eight elements that do not increase the value of
a product or service, but only increase cost.

Identify
Attack items that impact Waste
• Process Flow
• Material Flow
• Information Flow
Plan Countermeasures
•Focus on the things that can be done within the kaizen
•Bias for action vs. planning and analysis
•Think within the boundaries of the Lean Plan
process (IDEAL) Countermeasures
• Single-piece flow
• Minimum inventory
• At TAKT time
• Pull production vs. Push production
•Low cost solutions, creativity before money
•Right-sized resources
•Maximum waste elimination
Reality Check
Problem/Countermeasure Tracking

• The Facilitator and Team Leaders review the

countermeasures and the to-do list to ensure: Reality
Check
• Proper Direction
• Countermeasures are the proper Lean
solutions

• If necessary, course corrections are made

• The plant Lean Facilitator approves the plan

Make Changes
• Bias for action, Just Do It!!
• Use the Kaizen Implementation Report
to document the change
• Do not dictate how things will be done. Make Changes
Ask team members, build coalition
• Hold progress meetings each day:
morning, afternoon, or end of day
• Keep Kaizen homework updated with the
use of the Kaizen Newspaper
• Remember: Pre-kaizen planning for
possible “moves” may be needed to
prepare support services
Verify Change
• Observe again Verify Change

• Results Achieved?

• If not, go back and make

additional changes

• Repeat the cycle – observe,

implement changes, evaluate
Measure Results
• Did waste get eliminated? Measure
• Can improvements be sustained? Results
• Are improvements aligned with
business objectives?
• Is there a possibility of negative
unintended consequences?
• Were kaizen and individual
improvement objectives achieved?
Make this the Standard
• Establish visual controls (boards, taping,
signs, etc.) to ensure progress is maintained.

• Make visual controls understandable to the

casual observer. Make this the
standard
• Visibly post open actions (Kaizen Newspaper)
and leave posted until completed.

• Lean Facilitator to help establish control and

counsel on the kaizen closure.

• Results must be repeatable and sustainable.

Celebration

Celebrate the success

(but not too long)
because now you

Do It
Again
Report Out Content
• Title page
• Team Participants with Photo
• A3, Value Stream Map, or Progress Control Board
information to ensure alignment with business objectives.
• Goals of Kaizen
• Information or Examples showing Lean tool usage that
may include:
• Before / After Photos
• Kaizen Implementation Reports
• Spaghetti Diagrams
• Control Charts
• Homework (Kaizen Newspaper)
• Lessons Learned
• Summary
Follow-up
After the kaizen, the focus must be placed on ensuring that
the improvements continue.
This is done by:
• Reflection with the participants to determine where the
kaizen needs improvement.
• Aggressive follow-up on open action items
• Establish post-kaizen ownership team, include on the
Kaizen Newspaper, and leave in place until open items are
closed.
• Development of an “Information Control Center,”
providing a visual and immediate observation of
continuous improvement
• Random reviews by plant management. GEMBA
• Floor walkthroughs
• Plant assessments