Kaizen Week - Revision history

Tkokotas at 18:25, 17 November 2018

2018-11-17T18:25:09Z

← Older revision		Revision as of 18:25, 17 November 2018
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			''Developed by Davide Morbin''


	'''Abstract:''' With the increased use of lean thinking in recent years, many organizations are using Kaizen events to rapidly introduce change and to create a culture of continuous improvement. From a definition easily available in many articles or books that deal with this topic, Kaizen event is “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”. This methodology accelerates the Kaizen process in a segment of the production chain or a particular manufacturing cell, where the team is made by managers, engineers, maintenance workers, marketing and finance personnel and production operators. Typically, this event lasts from three to five days. Kaizen Week is a short-term improvement project that can be compared to a Kaizen event that lasts five working days. The scope of this article is to describe this kind of program, specifying how it works day by day and explaining its purpose as well as its implementation. Finally, the article will evaluate needs and limits on using this tool.		'''Abstract:''' With the increased use of lean thinking in recent years, many organizations are using Kaizen events to rapidly introduce change and to create a culture of continuous improvement. From a definition easily available in many articles or books that deal with this topic, Kaizen event is “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”. This methodology accelerates the Kaizen process in a segment of the production chain or a particular manufacturing cell, where the team is made by managers, engineers, maintenance workers, marketing and finance personnel and production operators. Typically, this event lasts from three to five days. Kaizen Week is a short-term improvement project that can be compared to a Kaizen event that lasts five working days. The scope of this article is to describe this kind of program, specifying how it works day by day and explaining its purpose as well as its implementation. Finally, the article will evaluate needs and limits on using this tool.

Davide morbin at 21:16, 2 October 2017

2017-10-02T21:16:17Z

← Older revision		Revision as of 21:16, 2 October 2017
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	='''General description'''=		='''General description'''=

	The word [https://en.wikipedia.org/wiki/Kaizen “Kaizen”] is the composition of two Japanese terms, “KAI” (change) and “ZEN” (better). Thus, “change for better” recalls the fundamental concept of continuous improvement from lean thinking. Kaizen events are often associated with lean production.<ref name=ref1>Geoffrey L. Mika, “Kaizen Event Implementation Manual”</ref> These events can bring substantial improvements in technical system outcomes, which may lead to great changes to the organization. Their most considerable purposes are to:		The word [https://en.wikipedia.org/wiki/Kaizen “Kaizen”] is the composition of two Japanese terms, “KAI” (change) and “ZEN” (better). Thus, “change for better” recalls the fundamental concept of continuous improvement from lean thinking. Kaizen events are often associated with lean production.<ref name=ref1>Geoffrey L. Mika, “Kaizen Event Implementation Manual”</ref> These events can bring substantial improvements in technical system outcomes, which may lead to great changes to the organization. Their most considerable purposes are to:
	*Increasing of effectiveness and efficiency in the processes		*Increasing of effectiveness and efficiency in the processes
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	==Follow Up==		==Follow Up==
	After the KW took place, the results obtained should be carefully studied. Passed 15-20 days, checking intervention will be implemented with next results consolidation evaluation. Finally, there will be the definition of a development plan. Here changes should be made for optimizing work process.<ref name=ref4>Wiljeana Jackson Glover, “Critical Success Factors for Sustaining Kaizen Event Outcomes”</ref>		After the KW took place, the results obtained should be carefully studied. Passed 15-20 days, checking intervention will be implemented with next results consolidation evaluation. Finally, there will be the definition of a development plan. Here changes should be made for optimizing work process.<ref name=ref4>Wiljeana Jackson Glover, “Critical Success Factors for Sustaining Kaizen Event Outcomes”</ref>



	='''Application day after day'''=		='''Application day after day'''=
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	==Day 5 – Report and celebrate==		==Day 5 – Report and celebrate==
	At the last day of the working week occurs the launch of the new process and group work prepare a report based on the results achieved. Any final report should be a simple summary of the information already compiled in the Kaizen newspaper during the week. Significant activity is the assess benefits from new-old cycle time and other measures as appropriate: data collection plans and response plans should be in place to monitor performance and respond to problems over the next several weeks. Conduct lessons learnt review with stakeholders where it is explain what worked well and what did not. The intent is to capture best practices and learnings to be applied to future Kaizen events. Usually, during the lunch of last day there is a celebration of obtained results and recognition, where are involved senior leaders and employees. Recognition should be focused squarely on results achieved, not simply on having participated in an event.		At the last day of the working week occurs the launch of the new process and group work prepare a report based on the results achieved. Any final report should be a simple summary of the information already compiled in the Kaizen newspaper during the week. Significant activity is the assess benefits from new-old cycle time and other measures as appropriate: data collection plans and response plans should be in place to monitor performance and respond to problems over the next several weeks. Conduct lessons learnt review with stakeholders where it is explain what worked well and what did not. The intent is to capture best practices and learnings to be applied to future Kaizen events. Usually, during the lunch of last day there is a celebration of obtained results and recognition, where are involved senior leaders and employees. Recognition should be focused squarely on results achieved, not simply on having participated in an event.



	='''Method Features'''=		='''Method Features'''=
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	Operations with a mature Kaizen culture will design facilities to support the frequent process changes necessary to maintain optimal performance in a changing economic environment. Equipment has to be designed for mobility. This means power and air drops designed for quick reconfiguration, moveable lighting on tracks, elimination of walls, floors and pathways that are easy to clean. These are all examples of structural design components that can enable more efficient Kaizen execution.		Operations with a mature Kaizen culture will design facilities to support the frequent process changes necessary to maintain optimal performance in a changing economic environment. Equipment has to be designed for mobility. This means power and air drops designed for quick reconfiguration, moveable lighting on tracks, elimination of walls, floors and pathways that are easy to clean. These are all examples of structural design components that can enable more efficient Kaizen execution.



	='''Benefits & Limitations'''=		='''Benefits & Limitations'''=
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	As far as '''''limitations''''' are concerned, the application of this program depends how far the company’s management incorporates the “lean” model in the execution of its activities. A single Kaizen Week is certainly a strong signal for the potentiality of “lean” approach, but by itself is not sufficient for a true company transformation. Relevant results that could be obtained during a KW, may be lost if management do not keep the pressure high through the grip of what has already been achieved and the launch of others Kaizen weeks.<ref name=ref4>Wiljeana Jackson Glover, “Critical Success Factors for Sustaining Kaizen Event Outcomes”</ref>		As far as '''''limitations''''' are concerned, the application of this program depends how far the company’s management incorporates the “lean” model in the execution of its activities. A single Kaizen Week is certainly a strong signal for the potentiality of “lean” approach, but by itself is not sufficient for a true company transformation. Relevant results that could be obtained during a KW, may be lost if management do not keep the pressure high through the grip of what has already been achieved and the launch of others Kaizen weeks.<ref name=ref4>Wiljeana Jackson Glover, “Critical Success Factors for Sustaining Kaizen Event Outcomes”</ref>
	Kaizen events appear often to more rely on a top-down approach for improvement strategy implementation, where management selects the scope of individual KW.		Kaizen events appear often to more rely on a top-down approach for improvement strategy implementation, where management selects the scope of individual KW.



	='''Conclusions'''=		='''Conclusions'''=
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	<references />		<references />


	=Annotated bibliography=		=Annotated bibliography=

Davide morbin: /* Application day after day */

2017-10-02T21:12:33Z

Application day after day

← Older revision		Revision as of 21:12, 2 October 2017
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	='''Application day after day'''=		='''Application day after day'''=
	An example of KW in a manufacturing process: following procedure is not strict, but a company may adapt it to its needs.<ref name=''5''>Robert Tripp, Chris Seider, Ulices Calderon, Mike Carnell, “A Plan for a Five-day Kaizen”, [https://www.isixsigma.com/methodology/kaizen/a-plan-for-a-five-day-kaizen online article]</ref>		An example of KW in a manufacturing process: following procedure is not strict, but a company may adapt it to its needs.<ref name=''5''>Robert Tripp, Chris Seider, Ulices Calderon, Mike Carnell, “A Plan for a Five-day Kaizen”, [https://www.isixsigma.com/methodology/kaizen/a-plan-for-a-five-day-kaizen online article]</ref>
	[[File:KW.jpg\|800px\|thumb\|center\|alt text\|Figure 1: Example of ~~Schedule~~]]		[[File:KW.jpg\|800px\|thumb\|center\|alt text\|Figure 1: Example of Kaizen Week Agenda]]

	==Day 1 – Orientation==		==Day 1 – Orientation==
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	==Day 5 – Report and celebrate==		==Day 5 – Report and celebrate==
	At the last day of the working week occurs the launch of the new process and group work prepare a report based on the results achieved. Any final report should be a simple summary of the information already compiled in the Kaizen newspaper during the week. Significant activity is the assess benefits from new-old cycle time and other measures as appropriate: data collection plans and response plans should be in place to monitor performance and respond to problems over the next several weeks. Conduct lessons learnt review with stakeholders where it is explain what worked well and what did not. The intent is to capture best practices and learnings to be applied to future Kaizen events. Usually, during the lunch of last day there is a celebration of obtained results and recognition, where are involved senior leaders and employees. Recognition should be focused squarely on results achieved, not simply on having participated in an event.		At the last day of the working week occurs the launch of the new process and group work prepare a report based on the results achieved. Any final report should be a simple summary of the information already compiled in the Kaizen newspaper during the week. Significant activity is the assess benefits from new-old cycle time and other measures as appropriate: data collection plans and response plans should be in place to monitor performance and respond to problems over the next several weeks. Conduct lessons learnt review with stakeholders where it is explain what worked well and what did not. The intent is to capture best practices and learnings to be applied to future Kaizen events. Usually, during the lunch of last day there is a celebration of obtained results and recognition, where are involved senior leaders and employees. Recognition should be focused squarely on results achieved, not simply on having participated in an event.



	='''Method Features'''=		='''Method Features'''=

Davide morbin: /* Kaizen Program Support */

2017-10-02T21:11:31Z

Kaizen Program Support

← Older revision		Revision as of 21:11, 2 October 2017
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	The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?		The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?
	[[File:MUDA.jpg\|~~370px~~\|thumb\|right\|alt text\|Figure 3: Muda examples]]		[[File:MUDA.jpg\|365px\|thumb\|right\|alt text\|Figure 3: Muda examples]]
	*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”		*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”
	*Plan Muda elimination actions		*Plan Muda elimination actions

Davide morbin: /* Kaizen Program Support */

2017-10-02T21:11:17Z

Kaizen Program Support

← Older revision		Revision as of 21:11, 2 October 2017
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	The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?		The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?
	[[File:MUDA.jpg\|~~360px~~\|thumb\|right\|alt text\|Figure 3: Muda examples]]		[[File:MUDA.jpg\|370px\|thumb\|right\|alt text\|Figure 3: Muda examples]]
	*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”		*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”
	*Plan Muda elimination actions		*Plan Muda elimination actions

Davide morbin: /* Kaizen Program Support */

2017-10-02T21:10:39Z

Kaizen Program Support

← Older revision		Revision as of 21:10, 2 October 2017
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	The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?		The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?
	[[File:MUDA.jpg\|~~380px~~\|thumb\|right\|alt text\|Figure 3: Muda examples]]		[[File:MUDA.jpg\|360px\|thumb\|right\|alt text\|Figure 3: Muda examples]]
	*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”		*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”
	*Plan Muda elimination actions		*Plan Muda elimination actions

Davide morbin: /* Kaizen Program Support */

2017-10-02T21:10:16Z

Kaizen Program Support

← Older revision		Revision as of 21:10, 2 October 2017
Line 76:		Line 76:

	The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?		The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?
	[[File:MUDA.jpg\|~~390px~~\|thumb\|right\|alt text\|Figure 3: Muda examples]]		[[File:MUDA.jpg\|380px\|thumb\|right\|alt text\|Figure 3: Muda examples]]
	*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”		*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”
	*Plan Muda elimination actions		*Plan Muda elimination actions

Davide morbin: /* Kaizen Program Support */

2017-10-02T21:10:02Z

Kaizen Program Support

← Older revision		Revision as of 21:10, 2 October 2017
Line 76:		Line 76:

	The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?		The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?
	[[File:MUDA.jpg\|~~400px~~\|thumb\|right\|alt text\|Figure 3: Muda examples]]		[[File:MUDA.jpg\|390px\|thumb\|right\|alt text\|Figure 3: Muda examples]]
	*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”		*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”
	*Plan Muda elimination actions		*Plan Muda elimination actions

Davide morbin: /* Kaizen Program Support */

2017-10-02T21:09:41Z

Kaizen Program Support

← Older revision		Revision as of 21:09, 2 October 2017
Line 76:		Line 76:

	The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?		The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?
	[[File:MUDA.jpg\|~~300px~~\|thumb\|right\|alt text\|Figure 3: Muda ~~elimination~~ examples]]		[[File:MUDA.jpg\|400px\|thumb\|right\|alt text\|Figure 3: Muda examples]]
	*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”		*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”
	*Plan Muda elimination actions		*Plan Muda elimination actions

Davide morbin at 21:07, 2 October 2017

2017-10-02T21:07:42Z

← Older revision		Revision as of 21:07, 2 October 2017
Line 76:		Line 76:

	The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?		The KW is a technical method sometimes used for introducing the Toyota Production System (TPS) to the company. This first step allows understanding how to change the entire company, making it ‘lean’. In this case, the Kaizen Promotion Office (KPO) is of major importance: KPO is the body that assists various business sectors for applying the tools of TPS. What are the roles of KPO?
			[[File:MUDA.jpg\|300px\|thumb\|right\|alt text\|Figure 3: Muda elimination examples]]
	*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”		*Analyze processes and locate Muda, Japanese word meaning “futility, uselessness, wastefulness”
	*Plan Muda elimination actions		*Plan Muda elimination actions