The fastest way to resolve an issue might actually be by using tools focused on change. In this rapi...

1. Kaizen Process & Kaizen Events
The fastest way to resolve an issue might actually be by using tools focused on change. In this
rapidly changing environment, if you find that process changes are occurring on a regular basis,
your process improvement initiatives also need to have the speed and agility to change with the
times. Gone are the year-long teams to determine feasibility of a process change or product
enhancement!
It is not to say that a Kaizen event is the end-all, be-all solution to fix all of today's economic issues,
but it is a good start to solving some of them. As the U.S. government steps in to enact change and
provide support to the various institutions in the country, there are additional changes that must
take place within these institutions--some large, some procedural and some, hopefully, cultural.
Kaizen as a methodology has the ability to speed up that change process and more importantly
finalize the solutions into standardized processes expeditiously. This benefits the organization by not
having "floating" processes in place and the end-user by making a seamless process easy to use.
Kaizen does this by having a structured approach, with specific deliverables, and ownership of the
changes after the Kaizen is completed.
Facilitating a Successful Kaizen Process
A refined approach to completing a Kaizen is the key to ensuring results. More importantly, the
approach needs to be facilitated by an individual who has good people skills, excellent team work
capabilities, quick conflict resolution skills and in-depth negotiating skills. This type of leader,
coupled with an empowered team, is best poised for success. We can all relate to a project we were
exposed to that did not quite reach its full potential, either because of the lack of direction in the
project management or the lack of experience in the project manager. Kaizen can easily mitigate
issues by using the above criteria for the facilitator while following a rigorous application of a 10-
step methodology.
Kaizen's Ten-Step Process
Your favorite process improvement methodology can be molded from Kaizen's 10 steps, including
Six Sigma, Plan Do Check Act (PCDA), or even Select Clarify Organize Run Evaluate (SCORE). This
flexibility gives the Kaizen an ability to be used throughout your organization by any experienced
facilitator. These 10 steps are the process map through which the event is kept on track and
participants remain engaged. See the steps below to compare the other methodologies to the Kaizen
process.
Define the problem
Document the current situation
Visualize the ideal situation
Define measurement targets

2. Brainstorm solutions to the problem
Develop Kaizen plan
Implement plan
Measure, record and compare results to targets
Prepare summary documents
Create short term action plan, on-going standards and sustaining plan
Empowering Process Change
Additionally, it is imperative that the participants in the event be empowered to implement any
changes. This is a key to success otherwise the new processes or process changes will be short lived
and the people doing the work on a day-to-day basis will quickly revert back to the old methods.
There are also key people that need to be present in a Kaizen event: the subject matter expert, the
process owner, one or two of the front-line workers (those people that experience the process on a
regular basis) and an outside novice (someone unfamiliar with the process). However, none of these
positions should be filled by the facilitator. I'd suggest that you use a facilitator from outside the
area to prevent that individual from unconsciously steering the event in a particular direction, or,
even worse, consciously steering the event in a particular direction.
Timing is Key
The difference between Kaizen and other events is timing. Kaizen by definition is small changes for
the better. Today, Kaizen events are known to have the results implemented before the conclusion of
the event. This just-in-time process improvement capability also hinges on all of the participants
buying-in to consensus that the changes are correct and beneficial. This also leads to an inherent
pride of ownership in the changes (also a factor in ensuring sustainability).
As you can expect, there are always exceptions to the rule, and some things can not be changed
during an event. If your organization is regulated, then you may not be able to instantaneously
change processes or procedures. Keep in mind that anytime this is an issue, the topic may be too
complex for a Kaizen. For some of these items, the Kaizen sponsor should oversee the completion of
a 30-day action plan. This plan should be tightly monitored and reviewed on a weekly basis to ensure
that the items on the list are being addressed appropriately.
Some examples of the 30-day action items are updating procedures, printing out new brochures,
distributing new forms to users and reconfiguring offices (in a manufacturing environment this may
be a simple task that can be easily completed in the event; however, in a services organization it may
require vendor support and purchasing and facilities coordination).
Identifying Topics for Kaizen
Here are some common themes that may be addressed for Kaizen:
Improving customer forms received in good order.

3. Improving first time call resolution in a call center.
Streamlining the order to payment process in purchasing.
Streamlining the reporting of hours worked to payroll.
Reducing time to hire and onboard new employees.
Reducing the submission to completion cycle time for facilities requests.
Co-designing forms or content (for a web application) with the largest single user (this may be an
external Kaizen with great partnering opportunities).
Why Kaizen Can Work for Your Organization
Kaizen is an excellent way to formalize some simple improvement activities that are not always run
in an optimal format. Kaizen also avoids the stigma of a formalized project that may be drawn out
over several weeks or months. Most importantly, Kaizen provides just-in-time process improvements.
By using the above 10-step methodology, ensuring the relevant parties are participating and
empowered, and that those steps not able to be completed in the event are completed within 30
days, Kaizen can enable significant and sustainable improvements to any organization.
Jason Gerros joined DTCC in February 2007 as a director in the Business Reengineering and Quality
Office and is a Certified Master Black Belt.
Gerros received his Black Belt certification through Arizona State University's Six Sigma Academy,
which was chaired by Mikel Harry. In 2004 he also received an MBA from the W. P. Carey School of
Business at ASU and holds a Bachelors of Science in chemistry.
He has held positions from quality technician to Senior Manufacturing Engineer while previously
working in high technology manufacturing for medical devices at General Electric, as well as
semiconductor manufacturing at Microchip Technology Inc and Sumco Materials. Gerros has also
done consulting for Lean Operations in various companies from furniture manufacturing, lumber
mills and machine shops, to warehousing and document management. Gerros also has a strong
background in conflict resolution, team building and negotiations.
William Scotto joined DTCC in April 1983. His current position is a Director and Quality Leader in
the Business Reengineering and Quality Office. Scotto has been involved with quality and efficiency
for over 24 years at the Depository. In 2000, he joined the Business Reengineering and Quality
Office and was instrumental in bringing the Six Sigma Methodology into the organization. As one of
the original team members, he developed and set up the initial Quality infrastructure and
governance of the program. In 2001, Scotto was certified as a Six Sigma Black Belt and trainer and
he is currently pursuing his Six Sigma Master Black Belt Certification.
Scotto successfully trained and certified over 70 Green Belts since 2001. He coordinated and
mentored cross-functional Six Sigma projects and identified opportunities for greater efficiency and
customer service throughout the organization. His most notable accomplishment was developing a
customer service strategy by establishing the Customer Help Center (CHC) to improve overall
customer satisfaction. He and his team were honored by receiving the first Quality Chairman's
Award for Quality and Excellence.

4. Prior to joining the Quality Office, Scotto was the Director of Operational and Cost Analysis. He led a
team of 15 employees responsible for managing operational staffing and efficiency. He was the
administrator of the Supervisor Work Analysis Program (SWAP) and the Quality and Efficiency
Measurement Program (QEM). These programs measured both clerical and corporate performance.
Scotto has a Bachelor of Science degree in economics with a minor in industrial engineering from
Richmond College, and an MBA from Brooklyn College.
the way organizations work