1. Kaizen Event Flow
Kaizen Facilitation
Project Management

2. Objectives What a Kaizen Event is How to run a Kaizen
Roles & responsibilities during the Kaizen

3. 善 改 What is Kaizen About? Kai Zen Change Good
The basic philosophy is to involve all employees in small, daily improvements in their work areas 善 改
Kai
Zen
Change
Good

4. A Leadership Attitude Benefits of Small Daily Improvement Initiatives
20%
(One Time)
1/10 of 1%
(Every Day)
20% Improvement
1/10 x 250 Workdays
(One Time)
25% Improvement
Per Year

5. Definition What is a Kaizen Event? How do I do a Kaizen?
A Kaizen event is a planned project (3 to 5 days of total duration) of improvement activities directed at specific areas of the business toward a larger goal
Kaizen events are essentially narrow-focused, short-term DMAIC projects
A Kaizen event is simply a “cycle of improvement”
How do I do a Kaizen?
You do a Kaizen similar to a Lean Six Sigma (L6S) / Green Belt process improvement project, using DMAIC as your guide

6. Kaizen (3-5 Day) Roadmap Define Improve Review Charter
Prep Kaizen Event
Walk the Process
Measure
Create High Level Map
Create Detailed Map
Collect Baseline Data
Analyze
Perform Value Analysis
Complete Waste Walk
Identify Root Causes
Improve
Select Improvements
Identify Future State
Perform Risk Assessment
Pilot & Implement
Control
Demonstrate Improvement
Mistake Proof
Implement Control Plan
Your project mentor will be there through the entire process to support you!

7. Benefits Teamwork Communication Education
Everyone is able to participate and make improvements
No one individual, but a team, make the improvements
Communication
Improved relations between associates and management
Education
Improved problem solving
The more you teach someone to fish the more they can feed themselves

8. How is a Kaizen Done? (with good planning!)
-example only-
Define
Measure
Analyze
Improve & Control
Create a “Project Plan”
Handwritten
MS Project
Excel
Visio
RACI
other

9. Before the Kaizen Understand who will be on the team
Find out as much as possible about baseline data
Ensure you understand the scope of the project and are in sync with the Sponsor
Schedule the meeting(s)

10. Define & Measure Train team as needed Set direction (review charter)
Walk the process
Create high level process map
Create a detailed process map
Collect baseline data
Report out findings to management, as required

11. Analyze Review the findings from prior sessions
Finish any remaining tasks
Perform value analysis
Complete waste walk
Identify root causes
Brainstorm & select improvements
Report out findings to management, as required

12. Improve Review the findings from prior sessions
Finish any remaining tasks
Identify future state
Perform risk assessment
Pilot & implement
Report out findings to management, as required

13. Control Review the findings from prior sessions
Finish any remaining tasks
Demonstrate improvement (prove it)
Mistake proof the process
Implement control and response plan
Complete final report

14. After the Kaizen
You may not have everything implemented, you are responsible for ensuring it all occurs per the timeline agreed to
You may not have enough data to demonstrate a shift in performance, you’ll need to continue to collect the data
An ‘executive 2-pager’ final report must be completed

15. Best Practices Discuss purpose of event / project
Develop and share plan of attack
Utilize a checklist and complete all actions
Distribute all printed material
Apply and utilize visuals to stay on track
Follow-up and review status on action plan items
Document results with pictures for presentation to show verification of the improved process/ state
Have Fun!! (This is the time to work on culture change)

16. Review What a Kaizen Event is How to run a Kaizen
Roles & responsibilities during the Kaizen