DTU ProjectLab - User contributions [en-gb]

Kaizen Event - a managerial tool for problem-solving

2014-12-01T19:37:19Z

Johnjohn:

Please see [[Kaizen Event]] for final wiki article.

Kaizen (continuous improvement) in project management

2014-12-01T19:36:38Z

Johnjohn:

Please see [[Kaizen Event]] for final wiki article

Please see [[Kaizen Event - a managerial tool for problem-solving]] for peer review

Kaizen (continuous improvement) in project management

2014-12-01T19:36:16Z

Johnjohn:

Please see [[Kaizen Event]] for final wiki article
Please see [[Kaizen Event - a managerial tool for problem-solving]] for peer review
I have changed my title!

Kaizen Event - a managerial tool for problem-solving

2014-12-01T19:34:50Z

Johnjohn: Replaced content with "Please see Kaizen Event"

Please see [[Kaizen Event]]

Kaizen Event

2014-12-01T19:21:20Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

==Kaizen vs. Kaizen Event in Lean thinking==
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

==Kaizen Event definition==
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

==Kaizen Event & Lean principles==
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''continuous perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1"/>.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull from customer requirements. Activities are often targeted towards one of these areas, but the key in a Kaizen event is to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1 <ref name="ref1" />.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Explanation of macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle, see Table 2 <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.
[[File:pic1.png|300px|thumb|left|Picture 1: Macro and micro level of the PDCA circle]]

= Guide for a Kaizen Event process =
Based on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

==1. PLANNING==
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]
In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select Kaizen team participants, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3 <ref name="ref1" />.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

===1.2. Kaizen Event Facilitator (sensei)===
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles. The facilitators role relative to the different steps are listed in Table 4 <ref name="ref1" />.

===1.3. Kaizen Team formation===
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

==2. EXECUTION==
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5 <ref name="ref1" />.

===2.1. Kaizen Event tools===
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

====2.1.1. Current State Analysis:====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

=====2.1.2. Analytical tools:=====
These tools are based on easy measurable data and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

=====2.1.3. Collaborative tools:=====
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a team’s brainstorming <ref name="ref3" />.

====2.1.2. Make improvements:====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

==3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS==
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />. To implement the improvement is a big challenge since it requires commitment by management and allocated resources. Masaaki also stresses that in order to consolidate the new level, however, the improvement must be standardized and consequently does Kaizen require standardization. The process for achieving this standardization should involve everyone the organization including both managers and workers <ref name="ref7" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6 <ref name="ref1" />.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities
* Better work relationships between individuals, since employees work together to solve problems

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Support from management:''' It requires support by the management to make changes in the organization and it is vital that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual chance for having a positive impact.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the resources to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short-term action plan and long-term sustainable plan. Implementation of the suggested improvements is a big managerial task that requires practice and support throughout the organization. Here does the initial idea of the Kaizen concept apply since the sprints in the Kaizen Events has to integrate with the continuous rhythm of the everyday assignments and the importance of formulating new standards becomes meaningful yet challenging.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen Events for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the Six Sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/).

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product optimization oriented Kaizen Events. The focus is especially on Design-For-Manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development <ref name="ref14"> '' Hoppmann, Jorn, 2009. The lean innovation roadmap – a systematic approach to introducing lean in product development processes and establishing a learning organization. Diploma thesis. Technical University of Braunscheweig.'' </ref>. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event

2014-12-01T18:51:38Z

Johnjohn: Created page with " '''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem ..."

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

==Kaizen vs. Kaizen Event in Lean thinking==
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

==Kaizen Event definition==
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

==Kaizen Event & Lean principles==
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1"/>.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1 <ref name="ref1" />.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Explanation of macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle, see Table 2 <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.
[[File:pic1.png|300px|thumb|left|Picture 1: Macro and micro level of the PDCA circle]]

= Guide for a Kaizen Event process =
Based on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

==1. PLANNING==
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]
In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3 <ref name="ref1" />.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

===1.2. Kaizen Event Facilitator (sensei)===
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles. The facilitators role relative to the different steps are listed in Table 4 <ref name="ref1" />.

===1.3. Kaizen Team formation===
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

==2. EXECUTION==
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5 <ref name="ref1" />.

===2.1. Kaizen Event tools===
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

====2.1.1. Current State Analysis:====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

=====2.1.2. Analytical tools:=====
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

=====2.1.3. Collaborative tools:=====
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a team’s brainstorming <ref name="ref3" />.

====2.1.2. Make improvements:====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

==3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS==
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />. To implement the improvement is a big challenge since it requires commitment by management and allocated resources. Masaaki also stresses that in order to consolidate the new level, however, the improvement must be standardized and consequently does Kaizen require standardization. The process for achieving this standardization should involve everyone the organization including both managers and workers <ref name="ref7" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6 <ref name="ref1" />.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Support from management:''' It requires support by the management to make changes in the organization and it is vital that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual chance for having a positive impact.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the resources to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short-term action plan and long-term sustainable plan. Implementation of the suggested improvements is a big managerial task that requires practice and support throughout the organization. Here does the initial idea of the Kaizen concept apply since the sprints in the Kaizen Events has to integrate with the continuous rhythm of the everyday assignments and the importance of formulating new standards becomes meaningful yet challenging.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen Events for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the Six Sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/).

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product optimization oriented Kaizen Events. The focus is especially on Design-For-Manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development <ref name="ref14"> '' Hoppmann, Jorn, 2009. The lean innovation roadmap – a systematic approach to introducing lean in product development processes and establishing a learning organization. Diploma thesis. Technical University of Braunscheweig.'' </ref>. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-12-01T18:45:32Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

==Kaizen vs. Kaizen Event in Lean thinking==
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

==Kaizen Event definition==
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

==Kaizen Event & Lean principles==
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1"/>.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1 <ref name="ref1" />.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Explanation of macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle, see Table 2 <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.
[[File:pic1.png|300px|thumb|left|Picture 1: Macro and micro level of the PDCA circle]]

= Guide for a Kaizen Event process =
Based on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

==1. PLANNING==
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]
In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3 <ref name="ref1" />.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

===1.2. Kaizen Event Facilitator (sensei)===
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles. The facilitators role relative to the different steps are listed in Table 4 <ref name="ref1" />.

===1.3. Kaizen Team formation===
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

==2. EXECUTION==
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5 <ref name="ref1" />.

===2.1. Kaizen Event tools===
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

===='''2.1.1. Current State Analysis: '''====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical tools:
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

Collaborative tools:
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a team’s brainstorming <ref name="ref3" />.

===='''2.1.2. Make improvements:'''====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

==3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS==
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />. To implement the improvement is a big challenge since it requires commitment by management and allocated resources. Masaaki also stresses that in order to consolidate the new level, however, the improvement must be standardized and consequently does Kaizen require standardization. The process for achieving this standardization should involve everyone the organization including both managers and workers <ref name="ref7" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6 <ref name="ref1" />.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Support from management:''' It requires support by the management to make changes in the organization and it is vital that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual chance for having a positive impact.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the resources to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short-term action plan and long-term sustainable plan. Implementation of the suggested improvements is a big managerial task that requires practice and support throughout the organization. Here does the initial idea of the Kaizen concept apply since the sprints in the Kaizen Events has to integrate with the continuous rhythm of the everyday assignments and the importance of formulating new standards becomes meaningful yet challenging.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen Events for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the Six Sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/).

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product optimization oriented Kaizen Events. The focus is especially on Design-For-Manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development <ref name="ref14"> '' Hoppmann, Jorn, 2009. The lean innovation roadmap – a systematic approach to introducing lean in product development processes and establishing a learning organization. Diploma thesis. Technical University of Braunscheweig.'' </ref>. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-30T19:08:08Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1"/>.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1 <ref name="ref1" />.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Explanation of macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle, see Table 2 <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.
[[File:pic1.png|300px|thumb|left|Picture 1: Macro and micro level of the PDCA circle]]

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Based on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3 <ref name="ref1" />.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles. The facilitators role relative to the different steps are listed in Table 4 <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5 <ref name="ref1" />.

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical tools:
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

Collaborative tools:
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a team’s brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />. To implement the improvement is a big challenge since it requires commitment by management and allocated resources. Masaaki also stresses that in order to consolidate the new level, however, the improvement must be standardized and consequently does Kaizen require standardization. The process for achieving this standardization should involve everyone the organization including both managers and workers <ref name="ref7" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6 <ref name="ref1" />.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Support from management:''' It requires support by the management to make changes in the organization and it is vital that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual chance for having a positive impact.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the resources to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short-term action plan and long-term sustainable plan. Implementation of the suggested improvements is a big managerial task that requires practice and support throughout the organization. Here does the initial idea of the Kaizen concept apply since the sprints in the Kaizen Events has to integrate with the continuous rhythm of the everyday assignments and the importance of formulating new standards becomes meaningful yet challenging.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen Events for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the Six Sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/).

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product optimization oriented Kaizen Events. The focus is especially on Design-For-Manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development <ref name="ref14"> '' Hoppmann, Jorn, 2009. The lean innovation roadmap – a systematic approach to introducing lean in product development processes and establishing a learning organization. Diploma thesis. Technical University of Braunscheweig.'' </ref>. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-30T18:29:19Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Explanation of macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.
[[File:pic1.png|300px|thumb|left|Picture 1: Macro and micro level of the PDCA circle]]

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Based on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5.

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical tools:
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

Collaborative tools:
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a team’s brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />. To implement the improvement is a big challenge since it requires commitment by management and allocated resources. Masaaki also stresses that in order to consolidate the new level, however, the improvement must be standardized and consequently does Kaizen require standardization. The process for achieving this standardization should involve everyone the organization including both managers and workers <ref name="ref7" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop <ref name="ref1" />. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the resources to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short-term action plan and long-term sustainable plan. Actually implementing the suggested improvements is a big managerial task that requires practice and support throughout the organization. Here does the initial idea of the Kaizen concept apply since the sprints in the Kaizen Events has to integrate with the continuous rhythm of the everyday assignments and the importance of formulating new standards becomes meaningful yet challenging.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

After all there is a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-30T18:28:20Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Explanation of macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.
[[File:pic1.png|300px|thumb|left|Picture 1: Macro and micro level of the PDCA circle]]

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Based on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5.

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical tools:
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

Collaborative tools:
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a team’s brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />. To implement the improvement is a big challenge since it requires commitment by management and allocated resources. Masaaki also stresses that in order to consolidate the new level, however, the improvement must be standardized and consequently does Kaizen require standardization. The process for achieving this standardization should involve everyone the organization including both managers and workers <ref name="ref7" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop <ref name="ref1" />. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the resources to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short-term action plan and long-term sustainable plan. Actually implementing the suggested improvements is a big managerial task that requires practice and support throughout the organization. Here does the initial idea of the Kaizen concept apply since the sprints in the Kaizen Events has to integrate with the continuous rhythm of the everyday assignments and the importance of formulating new standards becomes meaningful.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

After all there is a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-30T18:25:41Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Explanation of macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.
[[File:pic1.png|600px|thumb|left|Picture 1: Macro and micro level of the PDCA circle]]

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Based on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5.

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical tools:
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

Collaborative tools:
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a team’s brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />. To implement the improvement is a big challenge since it requires commitment by management and allocated resources. Masaaki also stresses that in order to consolidate the new level, however, the improvement must be standardized and consequently does Kaizen require standardization. The process for achieving this standardization should involve everyone the organization including both managers and workers <ref name="ref7" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop <ref name="ref1" />. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the resources to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short-term action plan and long-term sustainable plan. Actually implementing the suggested improvements is a big managerial task that requires practice and support throughout the organization. Here does the initial idea of the Kaizen concept apply since the sprints in the Kaizen Events has to integrate with the continuous rhythm of the everyday assignments and the importance of formulating new standards becomes meaningful.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

After all there is a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

File:Pic1.png

2014-11-30T17:56:39Z

Johnjohn:

Kaizen Event - a managerial tool for problem-solving

2014-11-30T14:08:25Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Based on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5.

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical tools:
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

Collaborative tools:
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop <ref name="ref1" />. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

After all there is a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-30T14:05:14Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Martin, K., Osterling, M., 2007. The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> '' Farris, Jennifer A., Aken, Eileen M. Van., Doolenc, Toni L., Worleyc, June, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> '' Jackson, Thomas L., Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D., 1990. The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D.,2004. ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R., 1998. Short-term action in pursuit of long-term improvements: introducing Kaizen events, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Aken, Eileen M. Van, Farris, Jennifer A., Glover, Wiljeana J., Letens, Geert, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5.

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical tools:
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

Collaborative tools:
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> '' Farris, Jennifer A., Tech, Texas, Aken, Eileen M. Van, Tech, Virginia, Doolen , Toni L., 2008. Learning From Less Successful Kaizen Events: A Case Study. Oregon State University, June Worley, Oregon State University, Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop <ref name="ref1" />. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

After all there is a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-30T13:50:22Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also stresses that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). “Kaizen” can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event. Current relations and flow between the elements are thus mapped in order to understand where to make improvements. When making future improvement it is vital to take the customer requirements into account. In a Kaizen Event this is ensured by facilitated the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on problem solving in product development teams.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki states that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behavior is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event that makes the participants go over a solution several times and forces the participants to think all the way to the implementation phase several times. This iterative process is one of the forces in a Kaizen Event and the quick loops done in an accelerated timeframe is another aspect that differentiates Kaizen Events from other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done in regards to each category <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected is especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture
* Good mix of individual from across functional units in the organization

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

Another core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5.

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to support the “Current State Analysis” and the process to “Make Improvement”.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical tools:
These tools are based on data selected and can be prepared prior the event.
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).

Collaborative tools:
These tools help participants work together to make diagrams that helps them understand and organize data.
*''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyzed according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).
* ''Affinity diagram'': A tool for organizing data from various media. Participants write down quotes or statements and these are grouped according to subject. (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows. (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgment, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping:'' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be assigned and to whom. Also it is important to consider the impact of change and how many people that will be affected of the desired changes <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the events <ref name="Ref2" />. An overview of Critical factors to consider can be seen in Table 6.

# Guidelines: Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
# Goal clarity: The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the selected tools fit to the scope of the event.
# Team dynamics: To obtain maximum impact on both employee’s attitude and problem-solving ability should organizations seek to maintain a high level of positive team dynamics, through the use of structured mechanisms such as team ground rules, ice breakers, training and charters. To increase the problem-solving capability should teams be allowed a high degree of autonomy and the individual employees should be able to see the relevance of participating. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
# Support from management: Visible support from the top management essential, since it will help create a culture around rapid improvement changes. It will also be essential for getting the right amount of resources to go through with the follow-up & improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Rapid improvements: ''' One of the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Aggressive objectives: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhythm and the five-day timeframe also induces rapid decisions and real-time buy-in.

''' Cross-functional teamwork & Problem solving ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

In this way Kaizen event can also be seen as a managerial problem-solving tool where managers can focus the workforce on solving problem in a specific problem area.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. Consequently does this create a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be of significant pain to the organization and at the same time be addressable in a five-day workshop <ref name="ref1" />. Balancing the problem scope relative to the short time frame is therefore important. Goals and problem areas should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods that are best suited change with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track and positive team dynamics are retained.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to allocate the time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphasize the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and some of the Kaizen types targeting this special area are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tools including Kaizen Events in product development. The overall frame of putting together employees with different backgrounds together to solve problems, and the use of tools such as affinity diagrams and brainstorm sessions is already widely used in the R&D departments in different industries. Lean innovation is another idea that is becoming popular in in the industry, especially in relation to Project Innovation Management. It will be interesting to follow if the idea of Kaizen Events will be used to facilitate more radical improvements.

After all there is a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-30T12:03:15Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event and current relations and flow between the elements are mapped in order to understand where to make improvements. When making future improvement it is important that the customer requirements are taking into account. In a Kaizen Event this is ensured in the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream/flow or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops done in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider for the Kaizen facilitator]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results.
* Long-term improvement of cultural transformation.
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

An example of a five-day agenda for a Kaizen Event can be seen in Table 5.

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to help understanding Current state and identify problems thereof. Furthermore should they support the process of coming up with future improvements.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Problem-solving tool: ''' On the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Rapid improvements: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhytm and the five day timeframe also enduces rapid decisions and real-time buy-in.

''' Cross-functional teamwork: ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to find time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphazise the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and special some of the Kaizen frames for this are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tool including Kaizen Event in product development. Lean innovation is an idea that are becoming popular in in the industry, especially in relation to Project Innovation Management. Here is the idea of Kaizen Event beginning to be used, the overall frame of putting together employees with different background together to solve a problems, and the use of tools such as affinity diagrams and brainstorm sessions already widely used in the R&D departments in different industries.

In that since there are a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context. An increasing number of consultancies are specializing in this and Kaizen Events has not yet reached its full potential.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-29T21:57:41Z

Johnjohn:

'''Summary:''' A Kaizen Event is a workshop in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event is different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and for problem solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort by introducing the five basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and it is therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional teams to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five basic Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what is and what is not a value-adding element or activity is key in a Kaizen Event and current relations and flow between the elements are mapped in order to understand where to make improvements. When making future improvement it is important that the customer requirements are taking into account. In a Kaizen Event this is ensured in the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen Event the area of improvement is often found in one of the four areas of customer value, breakdowns in the value stream/flow or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the five lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops done in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results.
* Long-term improvement of cultural transformation.
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to help understanding Current state and identify problems thereof. Furthermore should they support the process of coming up with future improvements.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''2.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Problem-solving tool: ''' On the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Rapid improvements: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhytm and the five day timeframe also enduces rapid decisions and real-time buy-in.

''' Cross-functional teamwork: ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to find time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphazise the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and special some of the Kaizen frames for this are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tool including Kaizen Event in product development. Lean innovation is an idea that are becoming popular in in the industry, especially in relation to Project Innovation Management. Here is the idea of Kaizen Event beginning to be used, the overall frame of putting together employees with different background together to solve a problems, and the use of tools such as affinity diagrams and brainstorm sessions already widely used in the R&D departments in different industries.

In that since there are a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context. An increasing number of consultancies are specializing in this and Kaizen Events has not yet reached its full potential.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-29T21:17:20Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what are and what are not a value-adding elements or activities is key in a Kaizen Event and current relations and flow between the elements are mapped in order to understand where to make improvements. When making future improvement it is important that the customer requirements are taking into account. In a Kaizen event this is ensured in the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen event the area of improvement is often found in the one of the four areas of customer value, breakdowns in the value stream/flow or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops done in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: 1. PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected especially important.

==== 1.2. Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== 1.3. Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results.
* Long-term improvement of cultural transformation.
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: 2. KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== 2.1. Kaizen Event tools ====
The tools used in a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to help understanding Current state and identify problems thereof. Furthermore should they support the process of coming up with future improvements.

===== '''2.1.1. Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event, but the main idea of conducting the current state analysis in cross-functional teams during the event is to understand the root-causes of the selected problem area and identify problem areas together.
Tools from categories of analytical- and collaborative problem solving identification can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''1.1.2. Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: 3. FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Problem-solving tool: ''' On the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Rapid improvements: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhytm and the five day timeframe also enduces rapid decisions and real-time buy-in.

''' Cross-functional teamwork: ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to find time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphazise the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and special some of the Kaizen frames for this are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tool including Kaizen Event in product development. Lean innovation is an idea that are becoming popular in in the industry, especially in relation to Project Innovation Management. Here is the idea of Kaizen Event beginning to be used, the overall frame of putting together employees with different background together to solve a problems, and the use of tools such as affinity diagrams and brainstorm sessions already widely used in the R&D departments in different industries.

In that since there are a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context. An increasing number of consultancies are specializing in this and Kaizen Events has not yet reached its full potential.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-29T21:02:52Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what are and what are not a value-adding elements or activities is key in a Kaizen Event and current relations and flow between the elements are mapped in order to understand where to make improvements. When making future improvement it is important that the customer requirements are taking into account. In a Kaizen event this is ensured in the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen event the area of improvement is often found in the one of the four areas of customer value, breakdowns in the value stream/flow or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops done in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results.
* Long-term improvement of cultural transformation.
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof. Furthermore should they support the process of coming up with future improvements.

===== '''Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem solving can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Problem-solving tool: ''' On the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Rapid improvements: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhytm and the five day timeframe also enduces rapid decisions and real-time buy-in.

''' Cross-functional teamwork: ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to find time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphazise the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and special some of the Kaizen frames for this are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tool including Kaizen Event in product development. Lean innovation is an idea that are becoming popular in in the industry, especially in relation to Project Innovation Management. Here is the idea of Kaizen Event beginning to be used, the overall frame of putting together employees with different background together to solve a problems, and the use of tools such as affinity diagrams and brainstorm sessions already widely used in the R&D departments in different industries.

In that since there are a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context. An increasing number of consultancies are specializing in this and Kaizen Events has not yet reached its full potential.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-29T21:01:14Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek '''(continuous) perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what are and what are not a value-adding elements or activities is key in a Kaizen Event and current relations and flow between the elements are mapped in order to understand where to make improvements. When making future improvement it is important that the customer requirements are taking into account. In a Kaizen event this is ensured in the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen event the area of improvement is often found in the one of the four areas of customer value, breakdowns in the value stream/flow or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems.”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops done in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results.
* Long-term improvement of cultural transformation.
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof. Furthermore should they support the process of coming up with future improvements.

===== '''Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem solving can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Problem-solving tool: ''' On the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Rapid improvements: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhytm and the five day timeframe also enduces rapid decisions and real-time buy-in.

''' Cross-functional teamwork: ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to find time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphazise the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and special some of the Kaizen frames for this are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tool including Kaizen Event in product development. Lean innovation is an idea that are becoming popular in in the industry, especially in relation to Project Innovation Management. Here is the idea of Kaizen Event beginning to be used, the overall frame of putting together employees with different background together to solve a problems, and the use of tools such as affinity diagrams and brainstorm sessions already widely used in the R&D departments in different industries.

In that since there are a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context. An increasing number of consultancies are specializing in this and Kaizen Events has not yet reached its full potential.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-29T20:58:38Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” <ref name="ref13"> http://en.wiktionary.org/wiki/workshop </ref> '' </blockquote>

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek (continuous) '''perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what are and what are not a value-adding elements or activities is key in a Kaizen Event and current relations and flow between the elements are mapped in order to understand where to make improvements. When making future improvement it is important that the customer requirements are taking into account. In a Kaizen event this is ensured in the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen event the area of improvement is often found in the one of the four areas of customer value, breakdowns in the value stream/flow or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops done in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results.
* Long-term improvement of cultural transformation.
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof. Furthermore should they support the process of coming up with future improvements.

===== '''Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem solving can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Problem-solving tool: ''' On the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Rapid improvements: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhytm and the five day timeframe also enduces rapid decisions and real-time buy-in.

''' Cross-functional teamwork: ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to find time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphazise the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and special some of the Kaizen frames for this are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tool including Kaizen Event in product development. Lean innovation is an idea that are becoming popular in in the industry, especially in relation to Project Innovation Management. Here is the idea of Kaizen Event beginning to be used, the overall frame of putting together employees with different background together to solve a problems, and the use of tools such as affinity diagrams and brainstorm sessions already widely used in the R&D departments in different industries.

In that since there are a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context. An increasing number of consultancies are specializing in this and Kaizen Events has not yet reached its full potential.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-29T20:55:53Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” '' </blockquote> (http://en.wiktionary.org/wiki/workshop)

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek (continuous) '''perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what are and what are not a value-adding elements or activities is key in a Kaizen Event and current relations and flow between the elements are mapped in order to understand where to make improvements. When making future improvement it is important that the customer requirements are taking into account. In a Kaizen event this is ensured in the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen event the area of improvement is often found in the one of the four areas of customer value, breakdowns in the value stream/flow or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops done in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results.
* Long-term improvement of cultural transformation.
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof. Furthermore should they support the process of coming up with future improvements.

===== '''Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem solving can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Problem-solving tool: ''' On the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Rapid improvements: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhytm and the five day timeframe also enduces rapid decisions and real-time buy-in.

''' Cross-functional teamwork: ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to find time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphazise the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and special some of the Kaizen frames for this are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tool including Kaizen Event in product development. Lean innovation is an idea that are becoming popular in in the industry, especially in relation to Project Innovation Management. Here is the idea of Kaizen Event beginning to be used, the overall frame of putting together employees with different background together to solve a problems, and the use of tools such as affinity diagrams and brainstorm sessions already widely used in the R&D departments in different industries.

In that since there are a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context. An increasing number of consultancies are specializing in this and Kaizen Events has not yet reached its full potential.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-29T20:47:39Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. A Kaizen Event are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how a Kaizen Event can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Event relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning an organization that strives to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, is a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can be defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” '' </blockquote> (http://en.wiktionary.org/wiki/workshop)

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek (continuous) '''perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas a Kaizen Event focus more on a problem in all or one part of the other four lean principles <ref name="ref1" />.

In Lean thinking value is specified according to the organizations customers. Identifying what are and what are not a value-adding elements or activities is key in a Kaizen Event and current relations and flow between the elements are mapped in order to understand where to make improvements. When making future improvement it is important that the customer requirements are taking into account. In a Kaizen event this is ensured in the cross-functional teams, since each employee represent an important understanding of the customer need.
In a Kaizen event the area of improvement is often found in the one of the four areas of customer value, breakdowns in the value stream/flow or from the pull (customer requirements) and activities are often targeted towards one of these areas. The key in a Kaizen event is still to get and holistic understanding of the elements in order to make the right improvement <ref name="ref1" />.

The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act PDCA (http://en.wikipedia.org/wiki/PDCA), one of the cornerstones of the Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System). The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops done in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
# Planning (“Plan”)
# Executing (“Do” & “Check” and iterative circles of PDCA)
# Follow-up & Implementation plan (“Act”)

=== ::::: PLANNING ::::: ===

In order to plan a forthcoming Kaizen Event should the basic questions of WHAT, WHY, WHO and WHERE be considered and answered. This can be categorized into Scope, Leadership and participants and Schedule and the following activities should be done <ref name="ref1" />:

SCOPE:
* Select area of investigation
* Select problem for improvement
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed

LEADERSHIP & PARTICIPANTS:
* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Select team member, define the team and team leader

SCHEDULE:
* Communicate the plans for the Kaizen Event to the entire organization
* Schedule the event

Additional important things to consider according to scope, leadership and schedule are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it, is the role of the Kaizen Event facilitator and the way the participants of the Kaizen Team are selected especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results.
* Long-term improvement of cultural transformation.
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

The execution of the Kaizen Event should be based on the preparations in the planning phase, and during a Kaizen Event it is recommended to go through the following activities <ref name="ref1" /> <ref name="ref6" />:

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof. Furthermore should they support the process of coming up with future improvements.

===== '''Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem solving can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
The follow-up phase is essential for implementing the improvement that we suggested in the Kaizen Event, and after a Kaizen Event it is recommended to go through the following activities <ref name="ref3" />:

* 1. Present the results of the Kaizen Event to the organization
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits =

''' Understanding the current system: ''' The starting point for a Kaizen Event is to analyze the current system. It is essential to have an in-depth understanding of the complexity of current state to be able to identify breakdowns, prioritize them and to suggest areas for improvement. This insight can also be useful for the everyday work of the employees, since they get a more holistic understanding of what they are working with.

''' Problem-solving tool: ''' On the key elements in a Kaizen Event it the iterative activities that stems from the use of PCDA circle approach. Together with the accelerated timeframe for a Kaizen Event it is an effective way to provide results in a relatively short time.

''' Rapid improvements: ''' Kaizen Events can be used for working on more aggressive objectives than what is otherwise the focus in the daily work situation. Genuine support from the top management also creates space for thinking more creative than under otherwise restrictive financial frames. Kaizen events are out of synch with the daily rhytm and the five day timeframe also enduces rapid decisions and real-time buy-in.

''' Cross-functional teamwork: ''' The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />. This has the potential to give motivation and enhanced job satisfaction for the employees since they feel that that their contributions are meaningful.

''' Empowering the workforce (bottom-up): ''' The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.
This article also especially stresses these non-measurable benefits from bringing employees together in a collaborative event:
* 100 % focus since employees are relieved from their normal duties
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

= Challenges =
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

''' Implementing improvements:''' After the event the employees goes back to their normal duties, and the challenge will then be to find time to implement the improvements. The follow-up activities and assignment of tasks are therefore essential in order to realize the changes. Also should top management approve the suggested improvements. Consultancies working to facilitate Kaizen events often focuses on providing metric that you can measure you results of your Kaizen relative to. They emphazise the importance of creating both a short term action plan and long term sustainable plan.

''' Support from management:''' It requires support by the management to make changes in the organization and it is therefor important that management are involved and interested in the outcomes of the Kaizen Events. Only if the right buy-ins are executed at the right time will suggestions for rapid improvement have an actual change for having a positive impact.

= Discussion of the use of Kaizen Events beyond lean manufacturing =
Examples of the use of Kaizen for lean manufacturing is widely known and recognized. Therefore are many of the Kaizen Event processes described in literature targeted towards improving the processes in production, especially according to the six sigma principles (http://en.wikipedia.org/wiki/Six_Sigma). Several handbooks describing the Kaizen event process are however moving towards describing the use of Kaizen for achieving rapid improvement in Office, Service and Technical Environments. Especially is the focus on improving the flow in work processes and systems becoming popular and extensively used. Kaizen Events focusing on this are often called Transactional Process Improvement.
(http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

Kaizen Events in Health Care is also growing phenomenon and does also focus on improving the workflows in the health care system. In R&D and in the context of product development is the use also moving towards more product specific Kaizen Events. The focus is especially on design-for-manufacture and special some of the Kaizen frames for this are called Production Preparation Process, 3P (http://www.epa.gov/lean/environment/methods/threep.htm).

There is however a potential for the use of lean tool including Kaizen Event in product development. Lean innovation is an idea that are becoming popular in in the industry, especially in relation to Project Innovation Management. Here is the idea of Kaizen Event beginning to be used, the overall frame of putting together employees with different background together to solve a problems, and the use of tools such as affinity diagrams and brainstorm sessions already widely used in the R&D departments in different industries.

In that since there are a great potential for using Kaizen Events beyond that scope of lean manufacturing. Nonetheless is it important to carefully scope the frame of the Kaizen Event to industrial context. An increasing number of consultancies are specializing in this and Kaizen Events has not yet reached its full potential.

= References =

<references />

= Further Reading =

=== Lean Thinking and Methods: ===
* http://www.epa.gov/lean/environment/methods/threep.htm
* http://www.isixsigma.com/methodology/kaizen/kaizen-easiest-fastest-way-improve-office-processes/)

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools
# PDCA (http://en.wikipedia.org/wiki/PDCA)

Kaizen Event - a managerial tool for problem-solving

2014-11-29T14:58:51Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can is defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” '' </blockquote> (http://en.wiktionary.org/wiki/workshop)

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek (continuous) '''perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Follow-up & Implementation plan (“Act”)

=== ::::: PLANNING ::::: ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen Event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

What important things to consider in the different steps in the PLANNING phase are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it is the role of the Kaizen Event facilitator and the way the participants of Kaizen Team is chosen and put together especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" /> <ref name="ref6" />.: :

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof and they should support the process of coming up with future improvements.

===== '''Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem-solving can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
Sum up of what to consider in the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />.
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-29T14:56:25Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can is defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” '' </blockquote> (http://en.wiktionary.org/wiki/workshop)

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify '''value'''.
# Identify the '''value stream'''.
# Create '''flow'''.
# '''Pull''' from customer.
# Seek (continuous) '''perfection'''.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9" />.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Follow-up & Implementation plan (“Act”)

=== ::::: PLANNING ::::: ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen Event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

What important things to consider in the different steps in the PLANNING phase are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it is the role of the Kaizen Event facilitator and the way the participants of Kaizen Team is chosen and put together especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== ::::: KAIZEN EXECUTION ::::: ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" /> <ref name="ref6" />.: :

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof and they should support the process of coming up with future improvements.

===== '''Current State Analysis:''' =====

This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem-solving can be used to understand the current state.

Analytical problem-solving tools:
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

Collaborative problem-solving tools:
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are ''Value Stream Mapping'' (http://en.wikipedia.org/wiki/Value_stream_mapping) and ''Cause-and-effect diagram'' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

===== '''Make improvements:''' =====

This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== ::::: FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ::::: ===
Sum up of what to consider in the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider in a Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice
<ref name=”ref9”> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.
'' </ref>
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-28T14:35:14Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can is defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” '' </blockquote> (http://en.wiktionary.org/wiki/workshop)

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek (continuous) perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

= Increasing use of Kaizen Events =
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9" />.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Follow-up & Implementation plan (“Act”)

=== PLANNING ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen Event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

What important things to consider in the different steps in the PLANNING phase are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it is the role of the Kaizen Event facilitator and the way the participants of Kaizen Team is chosen and put together especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" /> <ref name="ref6" />.: :

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof and they should support the process of coming up with future improvements.

'''Current State Analysis:'''
This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem-solving can be used to understand the current state.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are '''Value Stream Mapping''' (http://en.wikipedia.org/wiki/Value_stream_mapping) and '''Cause-and-effect diagram''' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

'''Make improvements:'''
This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of what to consider in the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice
<ref name=”ref9”> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.
'' </ref>
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-28T14:25:29Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

This definition can however be rather abstract and in the context of this article is a good reference the term “workshop” that can is defined as:

<blockquote> '' ”A brief, intensive course of education for a small group, emphasizing interaction and practical problem solving.” '' </blockquote> (http://en.wiktionary.org/wiki/workshop)

Therefore are Kaizen Events are also referred to as Kaizen workshops (or Kaizen Blitz or blitzen). This article will use the term Kaizen Event representing a five-day event that focuses on problem solving using the Lean thinking approach <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek (continuous) perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

=== Increasing use of Kaizen Events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

= Imai Masaaki and Kaizen as a problem-solving process =
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9" />.

= PDCA and Kaizen Events =
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle <ref name="ref1" />.

This PDCA cycle provides iterative loops in the Kaizen Event which makes the participants go over a improvement solution several times. This forces the participants to think all the way to the implementation phase and think beyond the working function of the solutions. This iterative process is one of the forces in a Kaizen Event and the quick loops in a accelerated timeframe is what differentiates Kaizen Events form other workshops types.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Follow-up & Implementation plan (“Act”)

=== PLANNING ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen Event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

What important things to consider in the different steps in the PLANNING phase are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it is the role of the Kaizen Event facilitator and the way the Kaizen Team is chosen and put together especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" /> <ref name="ref6" />.: :

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof and they should support the process of coming up with future improvements.

'''Current State Analysis:'''
This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem-solving can be used to understand the current state.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are '''Value Stream Mapping''' (http://en.wikipedia.org/wiki/Value_stream_mapping) and '''Cause-and-effect diagram''' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

'''Make improvements:'''
This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of what to consider in the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice
<ref name=”ref9”> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.
'' </ref>
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-28T13:56:00Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen Event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

=== Increasing use of Kaizen Events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events
<ref name="ref9"> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event <ref name="ref1" />.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Follow-up & Implementation plan (“Act”)

=== PLANNING ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen Event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

What important things to consider in the different steps in the PLANNING phase are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it is the role of the Kaizen Event facilitator and the way the Kaizen Team is chosen and put together especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" /> <ref name="ref6" />.: :

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof and they should support the process of coming up with future improvements.

'''Current State Analysis:'''
This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem-solving can be used to understand the current state.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are '''Value Stream Mapping''' (http://en.wikipedia.org/wiki/Value_stream_mapping) and '''Cause-and-effect diagram''' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

'''Make improvements:'''
This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of what to consider in the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice <ref name="ref9" />. Ref9

Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" />.

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10" /> <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Talk:Kaizen Event - a managerial tool for problem-solving

2014-11-28T13:32:38Z

Johnjohn:

== Review by Nemo ==

===Layout and Wiki-issues===
*Layout looks good in general.
*You are using the Wiki functions for keywords and references very nice.
*When doing numbered bullet points I can recommend that you use <nowiki>"#" instead of "*"</nowiki> ''Johnjohn: Thank you for that information I will take that into consideration.''
*You have some errors with missing references, that are highlighted with red in the text. It looks like you are already working on this. ''Johnjohn: This was corrected''
*You link to some sides that does not exist fx. "Kaizen" and "Kaizen Events". ''Johnjohn: This was corrected''
*You are doing some quotes, which are very nice in general. I can recommend the function ''<nowiki><blockquote> xxx </blockquote></nowiki>'' ''Johnjohn: Thank you for that information I will take that into consideration.''

===Abstract===
*The abstract assumes that the reader knows what Kaizen Event is about. At this stage I did had never heard about it. For me it would have been nice that the concept was shortly introduced in the abstract. ''Johnjohn: It is a good point, I have modified my summary so that it now contains a brief introduction to the term.''
*Why is it limited to project management - what about programme and portfolio? ''Johnjohn: I have chosen to focus on project management since most Kaizen events handles a specific problem area for specific project and that it today is mainly used in that context if it goes beyond lean manufacturing! However is one of my own assumptions and reasons for writing this article that the general set-up of Kaizen events can be used to optimized problems independent of a specific context - which means it could also be used in portfolio and program management. Also because that these fields calls for empowering of employees and an can take advantage of bottom-up approach for rapid improvements."''
*The keywords make sence:)

===Introduction===
*What are the 5 basic lean principles that you mention? It would be nice to mention them. Or maybe you do so in Table 1? But then please refer to Table 1. ''Johnjohn: I have explicitly mentioned these principles now.''
*It should be considered to have the section "Kaizen Event definition" before "Kaizen vs. Kaizen Events in Lean thinking".
*"Arrow diagram" - is that a gantt chart? ''Johnjohn: No, I have refered to wiki article now.''
*To some degree I see the subsection as separate. Flow in the article and transition between subsections can be optimised. This can typically be done with 1-2 lines text in the end of each subsection focusing on the transition to the next subsection. ''Johnjohn: I have considered this.''

===Overview of Kaizen Event===
*"Three- to five-day concentrated work session" - you mentioned a week in the introduction. ''Johnjohn: It can be both depending on the context, but I have specified the timeframe that I focus on.''
*It is unclear for me who is attending a Kaizen Event - employees or management? ''Johnjohn: I have also stated this in the beginning of the article, but both can be attending, but the idea is that the teams are formed from the employees.''

===Guide for a Kaizen Event process===
*Nice with an example. To be hornest - at this point in the article I start to understand what it all about.

===Sum up of factors to consider during the Kaizen Event process===
*I like this section. But maybe the title should just be "Conclusion". It is not necessarily something that should be considered during the KE process. ''Johnjohn: No not necessarily during the process but I wish to have a sum up of important things to consider when conducting Kaizen Events.''

===Benefits & Challenges===
*Fine section :)

===References===
*Looks like proper references in general.
*You are not 100% consequent about how you are writing your references. ''Johnjohn: I will revise this.''

===GENERAL===
*It looks good but be carefull that there are a clear and harmonious line through the article.
*You could consider having a section in the end of the article about similar/other tools.

=== Feedback to Nemo's review from Johnjohn ===
Very constructive feedback. The congestions made will definitely improve the quality of the article.

== reviewed by $Young-Money$ ==

* Good article, making it clear what your topic i.e. Kaizen Events is about to the reader.

* Like the methodological elaboration approach through out the article.

* Good idea with the keywords, makes it easier to know if the article is of relevance when doing research.

* I suggest you proof read the article before submission since there are some minor formulation an spelling mistakes through out. e.g. in the abstract ''Johnjohn: I will do this.''

* Mention the 5 basic lean principles, since future readers might not know about them thus they can make their own research on them. ''Johnjohn: I will do this.''

* You have two table named Table 2, remember to edit that ''Johnjohn: I will do this.''

* Your integrated links leads to no where, so i suggest you remove them or try to find another apppm article that relates ''Johnjohn: I will do this.''

* I suggest you increase the spacing between the different sections. They are too tight to each other thus making it difficult to read and spoiling the reading experience.

All in all you have done a good job elaborating your subject and seems like you have done a great deal of research. Just remember to proof read it before submission, it will be a spoiler if you don't reformulate some aspects e.g. like the abstract.

=== Feedback to $Young-Money$s review from Johnjohn ===
''Thank you very much for the nice comments and for pointing out specific details that I should revise. I could have used some constructive suggestions to improvements of the structure of the article, but I hoping it was because the structure worked out well for you when reading it.''

Kaizen Event - a managerial tool for problem-solving

2014-11-27T16:18:13Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the employees how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen Events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen Event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

=== Increasing use of Kaizen Events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen Events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen Events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen Events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen Events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen Events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events
<ref name=”ref9”> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>

<ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event <ref name="ref1" />.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Follow-up & Implementation plan (“Act”)

=== PLANNING ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen Event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

What important things to consider in the different steps in the PLANNING phase are listed in Table 3.
[[File:table4.png|600px|thumb|right|Table 3: Important things to consider in the PLANNING phase]]

Since a Kaizen Event is dependent on the people participating in it is the role of the Kaizen Event facilitator and the way the Kaizen Team is chosen and put together especially important.

==== Kaizen Event Facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think in lean terms and how to use the lean tools selected for the event. The role of the facilitator is to keep the team on track from a time perspective, help maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen Team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. The composition of a Kaizen Event team must therefore be structured to achieve the following desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 4: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" /> <ref name="ref6" />.: :

* 0. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 1. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for improvements
* 2. Make improvements
** Documentation and understanding of the current state
** Identification of opportunities for improvement
** Improvement selection & prioritizing;
** Develop improvements ideas
** Test ideas and implement the new plan
* 3. Follow-up preparation
* Results presentation
* Documentation of an action item list for follow-up activities

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of the Kaizen event and the teams participating in it. Moreover should the tools be selected to both help understanding Current state and identify problems thereof and they should support the process of coming up with future improvements.

'''Current State Analysis:'''
This part of the Kaizen Event is about understanding the “Current State”. There are several ways of identifying and selecting what problem(s) to improve in a Kaizen Event. Often will the problem area for the current analysis be defined prior the execution of the event. The main idea in conducting the current state analysis in cross-functional teams is to understand the root-causes of the selected problem area.
Tools from categories of analytical- and collaborative problem-solving can be used to understand the current state.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)). In recent literature are '''Value Stream Mapping''' (http://en.wikipedia.org/wiki/Value_stream_mapping) and '''Cause-and-effect diagram''' referred to as the main fundamental tools for the Root-Cause-Analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, to understand about the process flow and to document the current process of performance. On the other hand does a Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tool that supports brainstorming and document potential causes and sub-causes for an undesired effect or outcome. In this way does it provide a structure to a teams brainstorming <ref name="ref3" />.

'''Make improvements:'''
This part of the Kaizen Event focuses the process of generating aggressive outcomes:
# Start by reviewing the Current State Analysis
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options
# Test ideas, iterate and implement the new plan
# (Develop new standards)

* ''The brainstorm session:'' There are several ways to conduct brainstorming. The most important thing is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is a tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.
* ''Quick prototyping: '' The ideas from the brainstorming should be tested by doing simple prototypes that could be made within a couple of hours with simple materials, such as cardboard. This is done to quickly test, verify and iterate on the ideas. In the context of manufacturing this could be done by outlining the new layout of the workshop with duct tape and in product development this could be done by building simple models from cardboard.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of what to consider in the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and how many people will be affected of the desired changes. <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice
<ref name=”ref9”> '' Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>
Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-27T14:24:43Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event <ref name="ref1" />.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen Event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event. Moreover they should be thought into the overall categories of "Current State Analysis" and "Make Improvements".

'''Current State Analysis:'''
There are several ways of identifying and selecting what problem(s) to focus on in a Kaizen Event.
To understand the current state tool from categories of analytical- and collaborative problem-solving tools can be used.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)), and single-minute exchange of die (http://en.wikipedia.org/wiki/Single-Minute_Exchange_of_Die). In recent literature is '''Value Stream Mapping''' (http://en.wikipedia.org/wiki/Value_stream_mapping) and '''Cause-and-effect diagram''' referred to as the main fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map whereas the Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
# Start from review current state (photos data, diagrams)
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-27T14:20:59Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event. See section "Kaizen Event Tools" for further elaboration.

Masaaki also introduces the general lean principle tool called Quality Circles, that he also elaborates on. He calls his elaboration of this principle PDCA-circles, which is a common approach used in the context of Kaizen Events <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event <ref name="ref1" />.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen Event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools selected for a Kaizen Event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event. Moreover they should be thought into the overall categories of "Current State Analysis" and "Make Improvements".

'''Current State Analysis:'''
There are several ways of identifying and selecting what problem(s) to focus on in a Kaizen Event.
To understand the current state tool from categories of analytical- and collaborative problem-solving tools can be used.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)), and single-minute exchange of die (http://en.wikipedia.org/wiki/Single-Minute_Exchange_of_Die). In recent literature is '''Value Stream Mapping''' (http://en.wikipedia.org/wiki/Value_stream_mapping) and '''Cause-and-effect diagram''' referred to as the main fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:
Value Stream Mapping is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map whereas the Cause-and-effect diagram identify the characteristics of a process or a problem according to the factors that contribute to them. It also serves as a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
# Start from review current state (photos data, diagrams)
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

# Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
# Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-27T13:33:43Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Event =

=== Kaizen vs. Kaizen Event in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Event & Lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. Whereas In a Kaizen Event focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Event is explained in Table 1.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram). Six categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)), and single-minute exchange of die (http://en.wikipedia.org/wiki/Single-Minute_Exchange_of_Die). In general does a Kaizen Event build upon the use of general lean principle tool called quality circles, also referred as PDCA <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels a Kaizen Event <ref name="ref1" />.
The three phases of a Kaizen Event – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen Event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen Event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen Event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen Event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen Event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen Event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
# Start from review current state (photos data, diagrams)
# Stimulate innovative thinking (initiated by “ice breaker” exercise)
# Provide improvement tools training
# Conduct brainstorming session to generate improvement ideas
# Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

# Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
# Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related to Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the event. This could for example be from clearly describing the reasons for the event, and thereby demonstrating how the event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through a Kaizen Event, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of a Kaizen Event enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the event, and these facilitators are often chosen as external consultants. They can be good at running the event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the event so that a success outcome of the event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-27T13:11:40Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 1: Lean principles and their relationship to Kaizen Events ]]

The five main Lean principles are:
The 5 lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on a problem in all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 1.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format, and can for example rank occurrences in the order of frequency (http://en.wikipedia.org/wiki/Pareto_chart).
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer) (http://en.wikipedia.org/wiki/Ishikawa_diagram).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation (http://www.qimacros.com/quality-tools/relation/).
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media (http://en.wikipedia.org/wiki/Affinity_diagram).
* ''Tree diagram'': Interrelations of goals and measures (http://en.wikipedia.org/wiki/Tree_structure).
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart (http://en.wikipedia.org/wiki/Process_decision_program_chart).
* ''Arrow diagram'': A network diagramming technique in which activities are represented by arrows (http://en.wikipedia.org/wiki/Arrow_diagramming_method).
** PERT - Program Evaluation and Review Technique (http://en.wikipedia.org/wiki/Program_evaluation_and_review_technique).
** CPM - Critical Path Method (http://en.wikipedia.org/wiki/Critical_path_method).

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)), and single-minute exchange of die. In general does Kaizen events also use other general lean principle tools such as quality circles (PDCA) and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)
# http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools

Kaizen Event - a managerial tool for problem-solving

2014-11-27T11:54:40Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the '''Kaizen Event Process'''.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The 5 lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)), and single-minute exchange of die. In general does Kaizen events also use other general lean principle tools such as quality circles (PDCA) and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)

Kaizen Event - a managerial tool for problem-solving

2014-11-27T11:41:00Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the '''Kaizen Event Process'''.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

The above represents the "traditional" lean tools that also includes the lean production tools, such as standardwork, 5S (http://en.wikipedia.org/wiki/5S_(methodology)), and single-minute exchange of die. In general does Kaizen events also use other general lean principle tools such as quality circles (PDCA) and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The 5 lean principles are:
# Specify value.
# Identify the value stream.
# Create flow.
# Pull from customer.
# Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)

Kaizen Event - a managerial tool for problem-solving

2014-11-27T11:21:25Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the '''Kaizen Event Process'''.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

<blockquote> ''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref> </blockquote>

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data (http://da.wikipedia.org/wiki/Histogram).
* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared (http://en.wikipedia.org/wiki/Scatter_plot).
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation (http://en.wikipedia.org/wiki/Check_sheet).
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name="ref6" />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name="ref9"> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)

Kaizen Event - a managerial tool for problem-solving

2014-11-27T11:11:40Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that aims for achieving a lean enterprise, meaning that an organization should strive to reduce waste and non-value-adding effort through the 5 basic lean principles (See section “Kaizen Events and Lean Principles”). Kaizen can however be defined as a way of achieving this.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise (top-down approach). A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements, and its therefore referred to a bottom-up approach for making changes. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the '''Kaizen Event Process'''.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name="ref6" />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name="ref9"> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)

Kaizen Event - a managerial tool for problem-solving

2014-11-27T10:52:01Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together in cross-functional teams to identify and solve a problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, [[Project Management]], [[Lean Project Management]].

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that revolves around removing or reducing waste and non-value-adding effort. Kaizen is however defined as a lean tool or method for achieving the 5 basic lean principles. The article will elaborate on these principles in the section “Kaizen Events and Lean Principles”.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. '''Kaizen''' (http://en.wikipedia.org/wiki/Kaizen) should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise. A '''Kaizen Event''', on the other hand, are a formalized activity that an organization uses to achieve rapid and dramatic improvements (Kaikadu) and progressively shift the culture in an organization. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, the teams become more comfortable with their authority to make improvements. Under the guidance of a skilled facilitator, a Kaizen Event can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
<blockquote> ''"A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe." <ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> '' </blockquote>

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. This article will use the term Kaizen Event representing a five-day event, and the article will especially go into details with how the frame of the Kaizen event can be used as a problem-solving process in an organization. <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the '''Kaizen Event Process'''.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name="ref6" />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name="ref9"> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

= See Also =

# Kaizen (http://en.wikipedia.org/wiki/Kaizen)
# Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking)
# Lean Manufacturing (http://en.wikipedia.org/wiki/Lean_manufacturing)
# Toyota Production System (http://en.wikipedia.org/wiki/Toyota_Production_System)
# A3 Problem Solving (http://en.wikipedia.org/wiki/A3_Problem_Solving)
# 5S_(methodology) (http://en.wikipedia.org/wiki/5S_(methodology))
# Ishikawa diagram (http://en.wikipedia.org/wiki/Ishikawa_diagram)

Kaizen Event - a managerial tool for problem-solving

2014-11-27T10:06:39Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together to solve a particular problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking (http://en.wikipedia.org/wiki/Lean_Thinking), Problem-solving, Cross-functional teams, Project Management, [[Lean Project Management]].

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that revolves around removing or reducing waste and non-value-adding effort. Kaizen is however defined as a lean tool or method for achieving the 5 basic lean principles. The article will elaborate on these principles in the section “Kaizen Events and Lean Principles”.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. [[Kaizen]] should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise. [[Kaizen Events]], on the other hand, are formalized activities that organization use to achieve rapid and dramatic improvements (Kaikadu) and progressively shift their culture. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, teams become more comfortable with their authority to make improvements. Under the guidance of a skilled facilitator, Kaizen Events can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
''“A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe”''
<ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref>.

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. Kaizen Events typically lasts a week, but the length can vary relative to the scope of the event <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. This article will use the term Kaizen Events that defines a five-day event with the aim of rapid improvement. It especially goes into details with the frame of the Kaizen event as a problem-solving process in an organization.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the Kaizen Event Process.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name="ref6" />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name="ref9"> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

Kaizen Event - a managerial tool for problem-solving

2014-11-27T09:51:20Z

Johnjohn:

'''Summary:''' A Kaizen Event represents the idea of an event in an organization where management invites employees to work together to solve a particular problem in a short period of time. Kaizen events are different from other kinds of “collaborative workshops” since it is centered on a Lean thinking approach and uses general lean tools.
This article looks into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general Lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees that will benefit the organization as a whole.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, Project Management, Lean Project Management.

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that revolves around removing or reducing waste and non-value-adding effort. Kaizen is however defined as a lean tool or method for achieving the 5 basic lean principles. The article will elaborate on these principles in the section “Kaizen Events and Lean Principles”.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. [[Kaizen]] should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise. [[Kaizen Events]], on the other hand, are formalized activities that organization use to achieve rapid and dramatic improvements (Kaikadu) and progressively shift their culture. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, teams become more comfortable with their authority to make improvements. Under the guidance of a skilled facilitator, Kaizen Events can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
''“A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe”''
<ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref>.

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. Kaizen Events typically lasts a week, but the length can vary relative to the scope of the event <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. This article will use the term Kaizen Events that defines a five-day event with the aim of rapid improvement. It especially goes into details with the frame of the Kaizen event as a problem-solving process in an organization.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the Kaizen Event Process.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name="ref6" />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name="ref9"> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

Talk:Analyzing the failure of the DaimlerChrysler merger from a project management perspective

2014-11-25T17:08:19Z

Johnjohn: /* General */

== Feedback - Char ==

FORMAL ASPECTA
*The structure creates a good and clear understanding of what the wiki pages is about.
*In general the article is well written and understandable
*The main Title describe the subject and the focus of the article good, but it is a little long in relation to this is a wiki-page and you want it to show up in the search field.
*You sometimes write “we”(see section “The perspective of subject group”), try to avoid this, as it sounds unprofessional
*Missing table number and related text
*Many assumptions are taken through the article and these need to be supported.
*Missing references

CONTENT ASPECTS
The perspective of subject group (ISO 21500:2012)
*The section could start with a little longer and deeper explanation of the ISO standard, in order create a better understanding of what the ISO 21500 standard is and what it actually is doing. I can see that you are focused on the subject groups, but a general explanation of the whole ISO standard would be beneficial.
*You are writing that the ISO split the method into 39 processes and later are grouped into five processes, depending of the perspective. This should be explained. What do you mean with perspective? Which perspectives? How is the appropriate process selected relative to the perspective? Etc.

DaimlerChrysler merger project
The genesis of the project.
*“The table shows the complementary of the two companies, which seems to make them a perfect matching set” This needs an explanation. The table does not show explicit why the two companies is a perfect match.

The project characteristics
*The two tables (Characteristics of DaimlerChrysler right after the merger and Expected results) are not comparable. It cannot be seen from the two tables that the achieved result is good or bad compared with the expected result, as the tables shows and describes different parameters.

The mismanagement of some subject groups
*This section describes what went wrong in the four subject groups: the integration, time, communication and stakeholder. What would you rather have done? Write advice and suggestions in relation to the theory.

Integration
*The cultural table creates a good overview and understanding of the different culture in Germany and USA.

Stakeholders
*Interest and power-matrix. Describe why this it important, what it helps with and how you make one.
*Have a figure of the Interest and power-matrix
*Are there only three stakeholders related to the merge? Employees, Clients, Stockholders? Explain why you have focus on them and who the other stakeholders are.

Discussion section
*A discussion section should be added, where you discus the advantages and disadvantages of the ISO standard, since you are concluding in the conclusion that the standard is useful to analyze a project management. You could also do a discussion on how to perform a successful merge.

== from johnjohn ==

=== General ===
* The abstract should according to Christian be called a summary.
* Overall I think it is a really interesting topic and the structure and language of the article is well-organized and well-written.
* It is very interesting to have a concrete example analyzed throughout the article and you d a fine job making it interesting all the way.
* I however miss a discussion section and a "sum up of important learnings" from this example. Based on this analysis what should other companies do in future mergers? How can we learn from it? I suggest this to be brief and in a bullet format. You could also include benefits and challenges from using the ISO-standard.

Format:
* Nice and fluent language. Easy understandable.
* No obvious grammatical errors
* References are missing “to do” it says.
* In general I miss some illustrations. Especially the Stakeholder go-through could be displayed visually.

=== Comments for each section ===

Abstract/Summary:
* Good summary stating the interesting aspects of this analysis.
* I felt intrigued to read more.
* Could you reference to the term “merger of equal” I am not aware of what context this expression comes from?

Introduction:
* I like this because it is precise, and gives a good introduction.
* I like that you pose a question: But how to practically apply ISO 21500 to a project? But I miss the fact that you actively adress this later in a discussion or in sum up of best practice.
* I miss that you in this section state your approach of how you have structured your article? You mention later that you have 3 parts, could you clarify this?

ISO:
* I would suggest that the introduction goes a bit more in-depth. You could also make links or references to external resources.

Perspectives of subject groups:
* You refer to the ”third part” this could be clarified better what part you mean? As mentioned could your abstract/summary maybe state your approach and how the article is structured.

DaimlerCHrysler merger project:
* I like that you use a tables to give an overview.

The mismanagement of some subject groups:
* Why don’t you go into all subject groups? Maybe you should explain why they are not relevant for you analysis? Why are only 4 of them addressed? Maybe this section: “Four Subject groups are successively addressed: Integration, Time, Communication and Stakeholders. The Integration Subject group includes the processes required to identify, define, combine, unify, coordinate, control and close the various activities and processes related to the project (ISO 21500:2012 - 4.2.3.2).” Should go above the "integration" headline?

Stakeholders
*Could you introduce why you have chosen these stakeholders?
* As mentioned could a comparison of the stakeholders described be displayed visually.

Talk:Analyzing the failure of the DaimlerChrysler merger from a project management perspective

2014-11-25T17:06:46Z

Johnjohn: /* from johnjohn */ new section

== Feedback - Char ==

FORMAL ASPECTA
*The structure creates a good and clear understanding of what the wiki pages is about.
*In general the article is well written and understandable
*The main Title describe the subject and the focus of the article good, but it is a little long in relation to this is a wiki-page and you want it to show up in the search field.
*You sometimes write “we”(see section “The perspective of subject group”), try to avoid this, as it sounds unprofessional
*Missing table number and related text
*Many assumptions are taken through the article and these need to be supported.
*Missing references

CONTENT ASPECTS
The perspective of subject group (ISO 21500:2012)
*The section could start with a little longer and deeper explanation of the ISO standard, in order create a better understanding of what the ISO 21500 standard is and what it actually is doing. I can see that you are focused on the subject groups, but a general explanation of the whole ISO standard would be beneficial.
*You are writing that the ISO split the method into 39 processes and later are grouped into five processes, depending of the perspective. This should be explained. What do you mean with perspective? Which perspectives? How is the appropriate process selected relative to the perspective? Etc.

DaimlerChrysler merger project
The genesis of the project.
*“The table shows the complementary of the two companies, which seems to make them a perfect matching set” This needs an explanation. The table does not show explicit why the two companies is a perfect match.

The project characteristics
*The two tables (Characteristics of DaimlerChrysler right after the merger and Expected results) are not comparable. It cannot be seen from the two tables that the achieved result is good or bad compared with the expected result, as the tables shows and describes different parameters.

The mismanagement of some subject groups
*This section describes what went wrong in the four subject groups: the integration, time, communication and stakeholder. What would you rather have done? Write advice and suggestions in relation to the theory.

Integration
*The cultural table creates a good overview and understanding of the different culture in Germany and USA.

Stakeholders
*Interest and power-matrix. Describe why this it important, what it helps with and how you make one.
*Have a figure of the Interest and power-matrix
*Are there only three stakeholders related to the merge? Employees, Clients, Stockholders? Explain why you have focus on them and who the other stakeholders are.

Discussion section
*A discussion section should be added, where you discus the advantages and disadvantages of the ISO standard, since you are concluding in the conclusion that the standard is useful to analyze a project management. You could also do a discussion on how to perform a successful merge.

== from johnjohn ==

=== General ===
* The abstract should according to Christian be called a summary.
* Overall I think it is a really interesting topic and the structure and language of the article is well-organized and well-written.
* It is very interesting to have a concrete example analyzed throughout the article and you d a fine job making it interesting all the way.
* I however miss a discussion section and a "sum up of important learnings" from this example. Based on this analysis what should other companies do in future mergers? How can we learn from it? I suggest this to be brief and in a bullet format.

Format:
* Nice and fluent language. Easy understandable.
* No obvious grammatical errors
* References are missing “to do” it says.
* In general I miss some illustrations. Especially the Stakeholder go-through could be displayed visually.

=== Comments for each section ===

Abstract/Summary:
* Good summary stating the interesting aspects of this analysis.
* I felt intrigued to read more.
* Could you reference to the term “merger of equal” I am not aware of what context this expression comes from?

Introduction:
* I like this because it is precise, and gives a good introduction.
* I like that you pose a question: But how to practically apply ISO 21500 to a project? But I miss the fact that you actively adress this later in a discussion or in sum up of best practice.
* I miss that you in this section state your approach of how you have structured your article? You mention later that you have 3 parts, could you clarify this?

ISO:
* I would suggest that the introduction goes a bit more in-depth. You could also make links or references to external resources.

Perspectives of subject groups:
* You refer to the ”third part” this could be clarified better what part you mean? As mentioned could your abstract/summary maybe state your approach and how the article is structured.

DaimlerCHrysler merger project:
* I like that you use a tables to give an overview.

The mismanagement of some subject groups:
* Why don’t you go into all subject groups? Maybe you should explain why they are not relevant for you analysis? Why are only 4 of them addressed? Maybe this section: “Four Subject groups are successively addressed: Integration, Time, Communication and Stakeholders. The Integration Subject group includes the processes required to identify, define, combine, unify, coordinate, control and close the various activities and processes related to the project (ISO 21500:2012 - 4.2.3.2).” Should go above the "integration" headline?

Stakeholders
*Could you introduce why you have chosen these stakeholders?
* As mentioned could a comparison of the stakeholders described be displayed visually.

Talk:Stakeholder Analysis Process

2014-11-25T16:18:17Z

Johnjohn: /* fra johnjohn */ new section

== fra johnjohn ==

=== General ===
Overall I really like the structure and content of the article. It is really informative and the content is relevant and concise. I however lack some illustrations. Maybe some illustrative examples supporting some of you main points?

Format:
* Nice and fluent language. Easy understandable.
* Very few grammatical errors
* References are substantial and of relevance.
* Wiki references are ok, I am however a little confused about the fx reference 1 & 2 is the same? Are you aware of that you can use the same reference several times during the article?

=== Commenst for each section ===

Summary:
* Good summary stating the importance of stakeholder analysis relative to management.
* I felt intrigued to read more.
History:
* I like this because it is precise, and give a brief overview.
* Maybe you could briefly state who the people you mention were? Their titles?
* Have you thought of including the different theories from Donaldson and Preston: Instrumental stakeholder theory,Descriptive stakeholder, Normative stakeholder theory ...?

Stakeholder analysis:
* I like the language in this section and how it gives a brief overview.
* Maybe you could include the importance of limiting and framing your stakeholder analysis? Who to include/exclude? What about including the theory of demarcation of the system in order to scope the stakeholder analysis? You could just briefly introduce it and link to other sources?

Stakeholder analysis approach:
* I like that you in bullets state the brief overview and then go into detail.

* Under 1. Identify stakeholders I am wondering how you should handle the identification of these stakeholders? Could you enter them in a map or matrix? Or you a table where you compare them? Like we did in the course? I could also wish for an illustration.

* Under ”2. prioritize stakeholders” I like that you include a figure.
** Could you make any general recommendations from that?
* ”3. Profile statement”
** I would really like a visualization example of how the stakeholder profiles could be structured?
*4. Strategy for managing stakeholders
** I think what you describe is relevant and interesting. I however miss bullet points for the most important elements, or and illustration, or maybe just highlight of the two communication strategies in bold.

Discussion
*What you describe in you discussion that an understanding of the system is important. Maybe you should refer to how stakeholders are identified?
* I like the subjects you discuss they are of high relevance, you mention some interesting perspectives. Maybe you could highlight those and give links and suggestion to further reading in a ”perspectives” section.

Kaizen Event - a managerial tool for problem-solving

2014-11-25T16:10:50Z

Johnjohn:

= Abstract =

A Kaizen Event represents the idea of an event where management invite employees to participate in five-day workshop, where they are asked to worked together to solve a particular problem.
This article will look into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, Project Management, Lean Project Management.

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that revolves around removing or reducing waste and non-value-adding effort. Kaizen is however defined as a lean tool or method for achieving the 5 basic lean principles. The article will elaborate on these principles in the section “Kaizen Events and Lean Principles”.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. [[Kaizen]] should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise. [[Kaizen Events]], on the other hand, are formalized activities that organization use to achieve rapid and dramatic improvements (Kaikadu) and progressively shift their culture. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, teams become more comfortable with their authority to make improvements. Under the guidance of a skilled facilitator, Kaizen Events can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
''“A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe”''
<ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref>.

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. Kaizen Events typically lasts a week, but the length can vary relative to the scope of the event <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. This article will use the term Kaizen Events that defines a five-day event with the aim of rapid improvement. It especially goes into details with the frame of the Kaizen event as a problem-solving process in an organization.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the Kaizen Event Process.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name="ref6" />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name="ref9"> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

Talk:Stakeholder Analysis

2014-11-25T15:15:34Z

Johnjohn: /* fra johnjohn */ new section

* I can see that you are well on your way, but that there is still some work to do.
* I can see that you have been using the referencing correctly, but you are still missing some references to other peoples wiki articles for example SWOT
* You can maybe make clear what shareholder or CSR is by referencing to it somewhere else.
* There are some spelling mistakes and some grammar mistakes, maybe by adding your text to word you can find some of them
* I think the structure looks pretty good but maybe you should have the introduction above the content list and background inbetween introduction and process and move the benefits down?
* You have only used around 1500 words so you still have plenty to finish your article
* I think that you have made some good visualizations that are coherent in color and are well described, do you maybe have a suggestion on a way of vizualizing a 2D mapping? Or a reference?
* I like that yo have used some examples like the metro station, maybe you have some more

* I think you are on your way to creating an informative wiki article, if there is time and you would like then I can maybe have a look at it again when you are done. I will come back and check the discussion to see what you think, hope some of the feedback helped.

== fra johnjohn ==

=== General comments ===

Content:
* Interesting content, as a practitioner it is interesting to get an overview of the concept.
* The relation to project management could be underlined. Maybe discuss its relevance relative to project, program and portfolio management?
- References seem substantiated by relevant literature? I does not seem like copy paste

Formal:

* Spelling is overall ok
* References are ok and relevant, and the formatting of them complies with the wiki standards.
* I like the precise language and short sentences, but language could be more engaging.
* Figures are ok and especially in the Mapping section should the support the explanation of the methods.

=== Comments for content in each section ===

Content:
* I like that you try to keep it short and precise, but I do miss that the parts are writing in a more fluent language. I could also miss the red thread in the article, and what it actually aims for. I summary in the beginning stating aim and type of article could help this..

Introduction:
* You say that it is important to distinguish stakeholder and shareholder. Make you could explain the difference?
* Nice with the stakeholder definition from the standard. Maybe you could give examples of a stakeholder, and link it to your figure? Maybe simply say, that a stakeholder can be ”customer”, ”employee”. I know you do this under the process section, so maybe you can just refer to that section.

Benefits:
* Who is Zhang? And why are his opinion especially important?
* What you state here is why you should make a stakeholder analysis
* I think it is a good idea to give a teaser to why a stakeholder analysis are relevant to you. I however find it a bit distracting from the flow in the article that it is in the begining.. maybe you could sum it up later in the article..
* Maybe the headline should be ”Why do a stakeholder analysis?”

Background
* I am wondering who Dodd is, and why he is important?
* Maybe you could mention the theorists background, that you refer to?
* I really like the coca-cola reference.
* This section is a bit abrupt and short, I miss the language her to be more fluent.. even though I like that you keep it shout and keep to the facts.

Process
* I like the point wise go-through and the process
* The concept of ”key stakeholder” could be elaborated on.
* Maybe the SWOT-analysis should have its own sub-headline? Just a suggestion for intriguing the reader

Mapping stakeholders:
* I like the why section
* You give a good overview of power/interest diagram
* The other topics of the mapping diagrams seems interesting and relevant. Will you compare them and make recommendations on when to use what diagram?

Challenges and uncertainty
* I like the points you state in this section, they are highly relevant.
* Maybe you could also conclude consideration on how to scope your stakeholder analysis. How to frame it? Maybe demarcation of what stakeholders to include? And non the less you to exclude/leave out?

Kaizen Event - a managerial tool for problem-solving

2014-11-25T14:48:45Z

Johnjohn:

= Abstract =

This article will look into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, Project Management, Lean Project Management.

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that revolves around removing or reducing waste and non-value-adding effort. Kaizen is however defined as a lean tool or method for achieving the 5 basic lean principles. The article will elaborate on these principles in the section “Kaizen Events and Lean Principles”.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. [[Kaizen]] should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise. [[Kaizen Events]], on the other hand, are formalized activities that organization use to achieve rapid and dramatic improvements (Kaikadu) and progressively shift their culture. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, teams become more comfortable with their authority to make improvements. Under the guidance of a skilled facilitator, Kaizen Events can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
''“A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe”''
<ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref>.

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. Kaizen Events typically lasts a week, but the length can vary relative to the scope of the event <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. This article will use the term Kaizen Events that defines a five-day event with the aim of rapid improvement. It especially goes into details with the frame of the Kaizen event as a problem-solving process in an organization.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the Kaizen Event Process.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name="ref6" />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name="ref9"> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name="ref10" />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" />. Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="Ref2" /> .

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way <ref name="ref1" />.

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities <ref name="ref1" />. It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

Kaizen Event - a managerial tool for problem-solving

2014-11-25T14:42:08Z

Johnjohn:

= Abstract =

This article will look into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, Project Management, Lean Project Management.

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that revolves around removing or reducing waste and non-value-adding effort. Kaizen is however defined as a lean tool or method for achieving the 5 basic lean principles. The article will elaborate on these principles in the section “Kaizen Events and Lean Principles”.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. [[Kaizen]] should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise. [[Kaizen Events]], on the other hand, are formalized activities that organization use to achieve rapid and dramatic improvements (Kaikadu) and progressively shift their culture. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, teams become more comfortable with their authority to make improvements. Under the guidance of a skilled facilitator, Kaizen Events can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name="ref1"> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref>.

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
''“A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe”''
<ref name="Ref2"> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref>.

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. Kaizen Events typically lasts a week, but the length can vary relative to the scope of the event <ref name="ref3"> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref>. This article will use the term Kaizen Events that defines a five-day event with the aim of rapid improvement. It especially goes into details with the frame of the Kaizen event as a problem-solving process in an organization.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the Kaizen Event Process.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name="ref4"> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name="ref5"> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name="ref6"> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name="Ref2"/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name="ref7"> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name="ref8"> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref>. Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name="ref8" />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name="ref1" />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name="ref6" />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name="ref9"> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name="ref9" />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name="ref1" />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done <ref name="ref1" />:

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles <ref name="ref1" />.

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team <ref name=''ref10'' />. Kaizen event teams must be structured to achieve tho desired outcomes <ref name="ref1" />:
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems <ref name="ref7" />.

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done <ref name="ref1" />:

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools <ref name="ref3" />:

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons <ref name="ref3" />.

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase <ref name="ref3" />:

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how <ref name="ref3" />.

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice write <ref name= "ref9" > ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref> (Aken, Eileen M. V. et. al., 2010, p 644). Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events write <ref name="ref2" />.

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests write <ref name="ref10"> ''Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.'' </ref>.
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way (Martin, K., Osterling, Mike, 2007).

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities (Martin, K., Osterling, Mike, 2007, p 24). It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

<references />

Kaizen Event - a managerial tool for problem-solving

2014-11-25T14:21:32Z

Johnjohn:

= Abstract =

This article will look into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, Project Management, Lean Project Management.

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that revolves around removing or reducing waste and non-value-adding effort. Kaizen is however defined as a lean tool or method for achieving the 5 basic lean principles. The article will elaborate on these principles in the section “Kaizen Events and Lean Principles”.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. [[Kaizen]] should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise. [[Kaizen Events]], on the other hand, are formalized activities that organization use to achieve rapid and dramatic improvements (Kaikadu) and progressively shift their culture. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, teams become more comfortable with their authority to make improvements. Under the guidance of a skilled facilitator, Kaizen Events can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name=''ref1''> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref> (Martin, K., Osterling, Mike, 2007, s. 21).

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
''“A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe”''
<ref name=''Ref2''> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref> (Farris et al., 2009, p. 1).

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. Kaizen Events typically lasts a week, but the length can vary relative to the scope of the event <ref name=''ref3''> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref> (Jackson, Thomas L., 2013). This article will use the term Kaizen Events that defines a five-day event with the aim of rapid improvement. It especially goes into details with the frame of the Kaizen event as a problem-solving process in an organization.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the Kaizen Event Process.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name=''ref4''> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name=''ref5''> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name=''ref6''> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name=''Ref2''/> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name=''ref7''> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name=''ref8''> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref> (Styhre, A., 2001, p. 797). Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name=''ref8'' />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name=''ref1'' />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name=''ref6'' />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name=''ref9''> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name=''ref9'' />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name=''ref1'' />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done (Martin, K., Osterling, Mike, 2007, p. 99):

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles (Martin, K., Osterling, Mike, 2007 p. 40).

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team (Farris et. al. 2008). Kaizen event teams must be structured to achieve tho desired outcomes (Martin, K., Osterling, Mike, 2007 p. 59):
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems (Masaaki, Imai, 1986, 240-241).

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done (Martin, K., Osterling, Mike, 2007, p. 99):

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools (Jackson, Thomas L., 2013):

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons (Jackson, Thomas L., 2013).

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase (Jackson, Thomas L., 2013 p. 100):

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how (Jackson, Thomas L., 2013 p. 161).

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice (Aken, Eileen M. V. et. al., 2010, p 644). Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events (Farris et al., 2009, pp 46).

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests (Farris et al., 2008, pp 58).
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way (Martin, K., Osterling, Mike, 2007).

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities (Martin, K., Osterling, Mike, 2007, p 24). It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

'''Articles''':

* (Aken, Eileen M. V. et. al., 2010)
Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.

* (Drickhamer, 2004)
Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69.
EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels.

* (Farris et al., 2008)
Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.

* (Farris et al., 2009)
Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.

* (Geert, L. Et al, 2006)
Letens, Geert, Jennifer Farris, and Eileen M. Van Aken,. “Development and Application of a Framework for the Design and Assessment of a Kaizen Program,” Proceedings of the American Society for Engineering Management Conference (October 2006).

* (Melnyk et al., 1998)
Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76.

* (Styhre, A., 2001)
Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.

* (Womack et al., 1990)
Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY.
Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA.

'''Books''':
* (Jackson, Thomas L., 2013)
Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.
* (Martin, K., Osterling, Mike, 2007)
Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.
* (Masaaki, Imai, 1986)
Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.

<references />

Kaizen Event - a managerial tool for problem-solving

2014-11-25T14:08:31Z

Johnjohn:

= Abstract =

This article will look into how Kaizen Events can be used as a managerial tool for problem-solving processes in a project. It will thereby go into the category of [[Project Management]]. The article will introduce the term Kaizen Events relative to general lean principles and the Kaizen concept in Lean thinking. The article will then give an overview of and a Guide to how a Kaizen Event should be carried out and what important things to consider when doing so.
The article states that Kaizen Events can be used as a bottom-up approach for rapid improvement and problem-solving beyond the context of lean manufacturing. It also states that a core benefit from carrying out Kaizen Events is creating motivation and problem-solving capabilities for the individual employees.

== Keywords ==
Kaizen, Kaizen Event, Lean Thinking, Problem-solving, Cross-functional teams, Project Management, Lean Project Management.

= Introduction to Kaizen Events =

=== Kaizen vs. Kaizen Events in Lean thinking ===
Lean thinking a business strategy that revolves around removing or reducing waste and non-value-adding effort. Kaizen is however defined as a lean tool or method for achieving the 5 basic lean principles. The article will elaborate on these principles in the section “Kaizen Events and Lean Principles”.

According to Lean thinking does the term Kaizen represent continuous incremental improvement, and it refers to a general way of thinking and behaving. [[Kaizen]] should be practiced on a daily basis and it is about empowering and unleashing the creative power of people who actually do the work, in order to design more effective and efficient processes. This in order to spread lean thinking throughout the organization and teach the workforce how to effectively solve problems as they arise. [[Kaizen Events]], on the other hand, are formalized activities that organization use to achieve rapid and dramatic improvements (Kaikadu) and progressively shift their culture. Kaizen events create a structured environment in which teams learn how to identify waste and apply specific lean tools to eliminate it. In this “learn-by-doing” environment, teams become more comfortable with their authority to make improvements. Under the guidance of a skilled facilitator, Kaizen Events can generate rapid results. This is however relying on the creative power of cross-functional team to design and implement innovative ways to perform work <ref name=''ref1''> ''Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.'' </ref> (Martin, K., Osterling, Mike, 2007, s. 21).

=== Kaizen Event definition ===
A Kaizen Event can be defined as:
''“A focused and structured improvement project, using a dedicated cross-functional team to improve a targeted work area, with specific goals, in an accelerated timeframe”''
<ref name=''ref2''> ''Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.'' </ref>
(Farris et al., 2009, p. 1).

Kaizen Events are also referred to as Kaizen workshops or Kaizen Blitz or blitzen. Kaizen Events typically lasts a week, but the length can vary relative to the scope of the event <ref name=''ref3''> ''Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.'' </ref> (Jackson, Thomas L., 2013). This article will use the term Kaizen Events that defines a five-day event with the aim of rapid improvement. It especially goes into details with the frame of the Kaizen event as a problem-solving process in an organization.

All the activities involved in conducting a Kaizen Event or a series of Kaizen Events will in this article be referred to as the Kaizen Event Process.

=== Increasing use of Kaizen events ===
Kaizen Events are often associated with lean production and lean manufacturing <ref name=''ref4''> ''Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY. Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA. '' </ref>, where Kaizen events can result in improvements in technical system outcomes, such as lead time, work-in-process inventory, and productivity. It has however also gained a reputation for providing social system outcomes, such as helping employees develop new problem-solving capabilities and increased motivation to participate in future improvement activities <ref name=''ref5''> ''Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69. EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels. '' </ref>. Given this potential of Kaizen events for producing rapid improvement in both technical and social system outcomes, many organizations appear to be increasing their use of Kaizen events <ref name=''ref6''> ''Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76. '' </ref>. Kaizen events are an increasingly common organizational improvement mechanism aimed at work area transformation and employee development <ref name=''ref2'' /> and it is therefore also seen as managerial tool. This increased focus has also resulted in an expansion of the use of Kaizen events. Several companies has also started using the frame of the Kaizen Event as a problem-solving tool for concrete problems related to other areas in the company such as the R&D department focusing on product development.

=== Imai Masaaki and Kaizen as a problem-solving process ===
According to one of the formulators of the Kaizen concept, Masaaki Imai, is the problem-solving capability one of its core elements:

''”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 [..] Therefore, Kaizen emphasizes problem-awareness and provides clues for identifying problems”'' <ref name=''ref7''> ''Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.'' </ref>.

Masaaki claims that once a problem has been identified it must be solved and therefore does the concept of Kaizen also contain various problem-solving tools. Another core idea of the Kaizen concept is that all employees in the organization have the capability and the will to contribute to the continuous refinement and betterment of the existing activities <ref name=''ref8''> ''Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.'' </ref> (Styhre, A., 2001, p. 797). Instead of seeking to control and measure the activities of the employee, the managers should act as coaches, supporting the improvement activities carried out by the employees in the kaizen teams. This behaviour is facilitated in order to support a bottom-up approach where the individual employee has a say in the way problems are solved <ref name=''ref8'' />.

In his book “Kaizen - The Key to Japan’s Competitive Succes” from 1986 Massaki provides both analytical problem-solving tools based on attainable data, and more collaborative problem-solving tools based on verbal data. Today these methods are still valid and well-recognized. They are used frequently in Kaizen Event in companies around the world, but should be carefully selected relative to the scope of the Kaizen event.

==== Analytical problem-solving tools: ====
* ''Histograms'': A visual way of presenting data.
* ''Control charts'': Serve to detect abnormal trends with help from line graphs.
* ''Scatter diagram'': Two pieces of corresponding data are plotted so the relationships can be compared.
* ''Graphs'': Visual representation of data.
* ''Checksheets'': These are designed to tabulate the results through routine checking of the situation.
* ''Pareto diagrams'': Problems are diagrammed according to priority using a bar-graph format.
** Pareto charts can for example rank occurrences in the order of frequency.
* ''Cause-and-effect diagram'': Characteristics of a process or a problem are analyze according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer).

==== Collaborative problem-solving tools: ====
* ''Relation diagrams'': Clarifies interrelations of a complex situation
* ''Affinity diagram'': Essential in brain-storming method. Participant write down ideas and these ideas are grouped according to subject. Can also be used for organizing data from various media.
* ''Tree diagram'': Interrelations of goals and measures.
* ''Matrix diagram'': Used to displaying quality requirements into counterpart characteristics.
* ''PDPC (process decision program chart)'': Decision program chart.
* ''Arrow diagram'': PERT (program evaluation and review technique) and CPM (Critical path method.

=== Kaizen Events and lean principles ===
[[File:table1.png|600px|thumb|middle|Table 2: Lean principles and their relationship to Kaizen Events ]]

The five-step process for guiding the implementation of Lean thinking in an organization is:
*1. Specify value.
*2. Identify the value stream.
*3. Create flow.
*4. Pull from customer.
*5. Seek perfection.

The Kaizen concept belongs to the Seek perfection lean-principle because the idea of achieving perfection is an on-going process that involves continuous improvements. In the Kaizen Events you however focus on all or one part of the other four lean principles <ref name=''ref1'' />. The relationship between the 5 lean principles and Kaizen Events is explained in Table 2.

= Overview of Kaizen Event =

=== General activities for a Kaizen Event ===
Most Kaizen events are conducted using a three- to five-day concentrated work session with typical activities including <ref name=''ref6'' />.:
* Team training
* Documentation of the current state
* Identification of opportunities for improvement
* Improvement selection (and often implementation);
* Results presentation
* Documentation of an action item list for follow-up activities

The full Kaizen Event process also includes activities occurring before the actual event, including event selection, scoping, and planning, as well as activities occurring after the formal event concludes, including follow-up actions to sustain changes and improvements. Further, activities representing the planning of the Kaizen event needed such as facilitator selection and training, development of standard event training materials, and communication mechanisms to document and distribute improvements and results <ref name=''ref9''> ''Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.'' </ref>.

In general, Kaizen events use general lean principle tools such as quality circles and continuous process improvement teams: identifying low-cost improvements through the application of process analysis and problem-solving tools. Both “traditional” lean tools, such as process flowcharts, cause-and-effect diagrams, and Pareto charts, and lean production tools, such as standardwork, 5S, and single-minute exchange of die. In general does these improvement mechanisms stress the key role of employee involvement, incremental improvement, and organizational culture change in driving and sustaining performance improvement <ref name=''ref9'' />.

=== PDCA and Kaizen Events ===
[[File:table2.png|600px|thumb|middle|Table 2: Macro and micro level of the PDCA]]
Kaizen Events use the scientific approach of plan-do-check-act (PDCA), one of the cornerstones of the Toyota Production System. The PDCA improvement cycle focus on seeking perfection rather than waiting for perfection. The PDCA cycle is present at two levels Kaizen Events <ref name=''ref1'' />.
The three phases of Kaizen Events – planning, execution and follow-up (macro-level). During the Event itself (the execution phase) lies a micro PDCA cycle.

= Guide for a Kaizen Event process =
[[File:table3.png|600px|thumb|middle|Table 3: Important things to consider in the PLANNING phase]]

Basic on a literature study a generic framework for a Kaizen Event process is outlined and includes the following steps:
* Planning (“Plan”)
* Executing (“Do” & “Check” and iterative circles of PDCA)
* Implementation plan & Follow-up (“Act”)

=== PLANNING ===

To plan a Kaizen event the following activities should be done (Martin, K., Osterling, Mike, 2007, p. 99):

* Select Kaizen Event facilitator – will you use and internal or external consultant?
* Communicate the plans for the Kaizen Event to the entire organization
* Select area of investigation (scope of the Kaizen event)
* Select problem for improvement
* Select team member, define the team and team leader
* Prepare the area/scope
** Gather needed supplies and equipment
** Gather data and background information needed
* Schedule the workshop

Important things to consider are listed in table 4.
[[File:table4.png|600px|thumb|right|Table 4: Important things to consider in the PLANNING phase]]

==== Kaizen Event facilitator (sensei) ====
Through the process of a Kaizen Event, the facilitator teaches the team members how to think lean, identify waste, apply specific tools and sustain their gains. The facilitator keeps the team on track from a time perspective, helps maintain momentum and assist the team in overcoming obstacles (Martin, K., Osterling, Mike, 2007 p. 40).

==== Kaizen team formation ====
A Kaizen event team represents a specific type of team—a short-duration dedicated project team (Farris et. al. 2008). Kaizen event teams must be structured to achieve tho desired outcomes (Martin, K., Osterling, Mike, 2007 p. 59):
* Short-term performance improvements results
* Long-term improvement of cultural transformation
* Teamwork critical elements in creating a continuous-improvement culture.
* Good mix of individual from across functional units in the organization.

The above should be considered relative the scope of the Kaizen event – including the context of the problem that should solved.

A different core idea of the Kaizen concept is that many problem-solving situations call for collaboration among people from different departments. When doing a Kaizen Event it is therefore believed that an important feature of the design approach is to involve people from different backgrounds because it will make it more effective to solve cross-functional problems (Masaaki, Imai, 1986, 240-241).

=== KAIZEN EXECUTION ===
[[File:table5.png|600px|thumb|right|Table 5: Example of Generic five-day Kaizen Event agenda for a complex improvement]]

To execute a Kaizen event the following activities should be done (Martin, K., Osterling, Mike, 2007, p. 99):

* 1. Orientation
** Introduce the team and assign roles
** Introduce the workshop objectives and procedures
** Distribute team supply kits and resources
** Conduct needed training and set ground rules
* 2. Understand the current situation
** If possible, observe the selected area and gather data
** Review the value stream map
** Set up areas for 5s implementation
* 3. Make improvements
** Develop improvements ideas
** Test ideas and implement the new plan
** Develop new standards

==== Kaizen Event tools ====
The tools chosen for a Kaizen event should be carefully selected relative the desired outcome of and the teams participating in the Kaizen Event.

'''Current State Analysis:'''
The following tools are referred to as the fundamental tools for the root cause analysis – RCA tools (Jackson, Thomas L., 2013):

* ''Value Stream Mapping:'' This method is used to identify all relevant functions and individuals, and to understand about the process flow and to documents the current process performance. A Process flow diagram can be made from the principles of a MBPM: Metrics-Based Process Map.
* ''Cause-and-effect diagram:'' Characteristics of a process or a problem are analyse according to the factors that contribute to them. These diagrams are often referred to as “Fishbone” or Ishikawa (after its developer). It is a visual tools that aids brainstorming and document potential causes and sub-causes for an undesired effect or outcome. It provides structure to a teams brainstorming. 6 categories are often considered and are referred to as the “6 M’s”: Man (people), Material, Machine, Method (process), Measurement, Mother nature (work environment). It helps to consider full spectrum of reasons (Jackson, Thomas L., 2013).

'''Make improvements:'''
This part focuses on a five-step process that provides the structure to help team generate aggressive outcomes:
* 1. Start from review current state (photos data, diagrams)
* 2. Stimulate innovative thinking (initiated by “ice breaker” exercise)
* 3. Provide improvement tools training
* 4. Conduct brainstorming session to generate improvement ideas
* 5. Evaluate and Prioritize improvement options

* ''The brainstorm session:'' There are several ways to conduct brainstorming. Most importantly is to set up common rules in the team, to avoid judgement, and to make team members confident to suggest wild ideas and make it okay to build on ideas from others. Principles of various other fields can be applied in this section, and should be chosen relative to the scope of the Kaizen.
* ''Affinity diagram:'' It is tool commonly used to sort a large numbers of ideas stemming from brainstorming into groups, based on their natural relationships.

=== FOLLOW-UP & IMPLEMENTING IMPROVEMENTS ===
Sum up of considerations for the follow-up phase (Jackson, Thomas L., 2013 p. 100):

* 1. Present the results of the Kaizen Event
** Prepare presentation
** Present the results and display results in a central area for people to read at their leaisure
** Celebrate the completion of the workshop
* 2. Follow-up
** Assign follow-up tasks and make sure they are completed.
** Prepare and conduct training
** Document and continue to tracks results.
** Consider next steps.

They key question that the Kaizen team must answer when considering its implementation strategy is what key tasks should be set up and to whom. Also it is important to consider the impact of change and proper training is therefore essential to ensure worker confidence in the new which leads to competence and, by extension, performance excellence. Effective training builds both knowledge, understanding why and skille, demonstrating how (Jackson, Thomas L., 2013 p. 161).

= Sum up of factors to consider during the Kaizen Event process =
[[File:table6.png|600px|thumb|right|Table 6: Critical factors to consider during the Kaizen Event process]]

Even though the use of Kaizen Events are increasing does organizations currently lack guidelines for how to organize knowledge related Kaizen Events in order to better understand recommended practices and to evaluate current practice (Aken, Eileen M. V. et. al., 2010, p 644). Critical factors of what to consider throughout the Kaizen Event process can be useful in order to achieve full potential of the time spend on the Events (Farris et al., 2009, pp 46).

The scope and goal clarity of the Kaizen Event is key for a successful outcome. Also should the tools used should fit to the scope of the Event. It can seem obvious but since the Kaizen Event evolves around empowering the people in the company do preparation and understanding team dynamics have a high impact on the outcome. To obtain maximum impact on both employee attitude and problem-solving ability organizations should seek to maintain a high level of positive internal team dynamics, through the use of structured mechanisms (e.g., team ground rules, ice breakers, training, charters) and facilitator coaching. To increase team problem-solving capability teams should be allowed a high degree of autonomy and that the organization should use mechanisms designed to increase participant buy-in for the Event. This could for example be from clearly describing the reasons for the Event, and thereby demonstrating how the Event will positively impact both individual and organizational interests (Farris et al., 2008, pp 58).
Furthermore is support from the top management essential, since it will help create a culture around rapid improvement changes and also is key for getting the right amount of resources to go through with the improvement activities.

= Benefits & Challenges =

=== Benefits ===
Kaizen Events have the potential to provide the following benefits to the organization:
* Understanding of the Current Value Stream
* Cross-functional team work
* Accelerated timeframe with 100 % focus (employees are relieved from their normal duties)
* Workforce development (motivation and learning capabilities)
* Training of collaborative skills (for both managers and workers)
* Structured improvement around specific goals
* Creativity before capital
* Aggressive objectives
* Rapid decisions and real-time buy-in

This article also stresses these non-measurable benefits from cross-functional team work:
* Motivation and Enhanced job satisfaction (meaningful work).
* Enhanced problem-solving capabilities.
* Better work relationships between individuals, since employees work together to solve problems.

The setup of cross-functional teams supports the positive attitude among the employees. Through Kaizen Events, cross-functional teams learn how to make improvements in a methodological way. They learn how to apply specific improvement tools. Most importantly they learn how to work with one another to solve problems rapidly and in a highly effective way (Martin, K., Osterling, Mike, 2007).

The overall process of Kaizen Events enable the managers to solve problems in the organization by empowering their employees the ability to be the ones that provide the solutions.

=== Challenges ===
'''Kaizen Events require experience:''' Impressive outcomes of Kaizen do not magically appear. Kaizen Events in development settings require more planning, skillful execution and follow-up than their manufacturing counter-parts. There is therefore a need for a skilled facilitator to run the Event, and these facilitators are often chosen as external consultants. They can be good at running the Event but may lack knowledge of understanding the current state in the company.

'''Goal clarification & Problem selection:''' Problems chosen for Kaizen Events should be ones that cause significant pain to the organization, but can addressed successfully in a five-day workshop with follow-up activities (Martin, K., Osterling, Mike, 2007, p 24). It should therefore be selected carefully prior the Event so that a success outcome of the Event is possible. The complexity of the problem identified for improvement during the event can change the scope of the event. A skilled facilitator that can help the team adapt and stay on the right track is therefore essential.

'''Selection of tools:''' The tools used for creative problem solving should be chosen relative to the scope of the Kaizen Event and the Kaizen team. This can be a difficult task since it what methods are best suited changes with the complexity of the problem.

'''Importance of team dynamics, motivation and autonomy:''' The team dynamics is of high importance in a Kaizen Event, but it can be difficult predict how people work together in teams. A skilled facilitator can however help to ensure that the teams stay in the right track. The team dynamics is dependent on a long range of factors that are not easy to predict.

= References =

'''Articles''':

* (Aken, Eileen M. V. et. al., 2010)
Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover, Geert Letens, A framework for designing, managing, and improving Kaizen event programs, International Journal of Productivity and Performance Management, Vol. 59 No. 7. 2010, pp. 641-667.

* (Drickhamer, 2004)
Drickhamer, D. (2004), ““Just-in-time training”, Industry Week, Vol. 253 No. 7, p. 69.
EFQM (2010), Assessing for Excellence, European Foundation for Quality Management, Brussels.

* (Farris et al., 2008)
Jennifer A. Farris, Texas Tech, Eileen M. Van Aken, Virginia Tech, Toni L. Doolen, Oregon State University, June Worley, Oregon State University, 2008. Learning From Less Successful Kaizen Events: A Case Study. Engineering Management Journal 20, p. 10-20.

* (Farris et al., 2009)
Jennifer A. Farrisa, Eileen M. Van Akenb, Toni L. Doolenc, June Worleyc, 2009. Critical success factors for human resource outcomes in Kaizen events: An empirical study. International Journal of Production Economics. Volume 117, Issue 1, January 2009, Pages 42–65.

* (Geert, L. Et al, 2006)
Letens, Geert, Jennifer Farris, and Eileen M. Van Aken,. “Development and Application of a Framework for the Design and Assessment of a Kaizen Program,” Proceedings of the American Society for Engineering Management Conference (October 2006).

* (Melnyk et al., 1998)
Melnyk, S., Calantone, R., Montabon, F. and Smith, R. (1998), “Short-term action in pursuit of long-term improvements: introducing Kaizen events”, Production & Inventory Management Journal, Vol. 39 No. 4, pp. 69-76.

* (Styhre, A., 2001)
Styhre, Alexander, 2001. Kaizen, ethics and care of the operations management after empowerment. Journal of Management Studies 38:6 September 2001.

* (Womack et al., 1990)
Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Harper Collins-Rawson Associates, New York, NY.
Yin, R. (1994), Case Study Research: Design and Methods, Sage, Thousand Oaks, CA.

'''Books''':
* (Jackson, Thomas L., 2013)
Thomas L. Jackson, Kaizen workshops for Lean Healthcare, Rona Consulting Group & Productivity Press. ISBN 978-1-4398-4152-5.
* (Martin, K., Osterling, Mike, 2007)
Karen Martin; Mike Osterling (October 5, 2007). The Kaizen Event Planner. Productivity Press. p. 240. ISBN 1563273519.
* (Masaaki, Imai, 1986)
Masaaki, Imai, 1986. KAIZEN – The Key to Japan’s Competitive Succes. ISBN-10: 007554332X.

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