Tkokotas at 12:30, 20 December 2018

2018-12-20T12:30:22Z

← Older revision	Revision as of 12:30, 20 December 2018
Line 1:	Line 1:
		''Developed by Charlotte Krag Varslev-Pedersen''

Johnjohn at 19:21, 1 December 2014

2014-12-01T19:21:20Z

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 ..."

2014-12-01T18:51:38Z

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 ..."

Show changes

← Older revision		Revision as of 19:21, 1 December 2014
Line 33:		Line 33:
	# Create '''flow'''.		# Create '''flow'''.
	# '''Pull''' from customer.		# '''Pull''' from customer.
	# Seek '''(continuous) perfection'''.		# 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"/>.		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 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" />.		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" />.		The relationship between the five lean principles and Kaizen Event is explained in Table 1 <ref name="ref1" />.
Line 113:		Line 113:
	LEADERSHIP & PARTICIPANTS:		LEADERSHIP & PARTICIPANTS:
	* Select Kaizen Event facilitator – will you use and internal or external consultant?		* Select Kaizen Event facilitator – will you use and internal or external consultant?
	* Select team ~~member~~, define the team and team leader		* Select Kaizen team participants, define the team and team leader

	SCHEDULE:		SCHEDULE:
Line 174:		Line 174:

	=====2.1.2. Analytical tools:=====		=====2.1.2. Analytical tools:=====
	These tools are based on data ~~selected~~ and can be prepared prior the event.		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).		* ''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).		* ''Control charts'': Serve to detect abnormal trends with help from line graphs. (http://en.wikipedia.org/wiki/Control_chart).
Line 234:		Line 234:
	# 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" />.		# 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.		# 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>.		# 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.		# 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.

Line 260:		Line 260:
	''' 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.		''' 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.		''' 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:		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		* 100 % focus since employees are relieved from their normal duties
	* Workforce development (motivation and learning capabilities)		* Workforce development (motivation and learning capabilities)
	* Training of collaborative skills (for both managers and workers)		* Training of collaborative skills (for both managers and workers)
	* Enhanced problem-solving capabilities.		* Enhanced problem-solving capabilities
	* Better work relationships between individuals, since employees work together to solve problems.		* 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.		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.

Kaizen Event - Revision history

Tkokotas at 12:30, 20 December 2018

Johnjohn at 19:21, 1 December 2014

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 ..."