Kaizen Event Guide: Transforming Challenges into Opportunities

KAIZEN EVENT GUIDE
Transforming Challenges into Opportunities
© Operational Excellence Consulting. All rights reserved.

© Operational Excellence Consulting
LEARNING OBJECTIVES
2
Learn what Kaizen is and
the key roles for a
successful event.
Apply Kaizen principles to
plan and execute events,
and reflect on outcomes
for continuous
improvement.
Understand the planning,
implementation, and
follow-up phases of a
Kaizen event.
NOTE: This is a PARTIAL PREVIEW.
To download the complete presentation, please
visit: https://www.oeconsulting.com.sg

© Operational Excellence Consulting 3
CONTENTS
1 2
What is a Kaizen
Event & Key Roles
for Success
3
Phase 1:
Planning &
Preparation
4
Phase 2:
Implementation –
The Event Itself
5
Phase 3:
Presentation,
Celebration &
Follow-up
What is Kaizen?

WHAT IS A KAIZEN EVENT?
4
A kaizen event is a team activity aimed at rapid use of
lean methods to eliminate production waste in
particular areas of the shopfloor. It is well-planned and
highly structured to enable quick, focused discovery
of root causes and implementation of solutions.

CHARACTERISTICS OF KAIZEN EVENTS
5
Short Duration
Typically last a few days to a
week, ensuring quick results.
Focused Improvement
Kaizen events target specific
processes or areas for
improvement.
Cross-Functional Teams
Include members from
different departments to bring
diverse perspectives.
Data-Driven
Use data to identify problems
and measure improvements.
Hands-On Approach
Emphasize practical, on-the-
ground solutions.
Employee Involvement
Encourage participation and
ideas from all levels of the
organization.

EXAMPLES OF KAIZEN EVENTS
6
5S
Starting 5S in one cell or a single
area.
VISUAL CONTROLS
Creating visual controls in a single
area.
WASTE ELIMINATION
Reducing waste in a single area or
operation.
RE-LAYOUT
Rearranging the layout of an entire
production process.
The more challenging or widespread the kaizen event’s focus, the more
planning and communication will be needed for it to succeed.

EXAMPLE OF KAIZEN EVENT: CLEARING THE CLUTTER THROUGH OFFICE
5S
7
Before After
An office desk before and after conducting 5S Sort and Set In Order. Clutter
and unused items have been removed leaving only what is needed.

OPTIMIZING KAIZEN EVENTS: KEY STRATEGIES FOR SUCCESS
8
Plan for Adequate
Production
Ensure enough advance
production to cover
reductions during the event.
Focus on Worker
Participation
Involve workers in creating
solutions instead of imposing
ideas. Workers are the
experts in their jobs and
know best how to improve
them.
Importance of
Preparation and
Follow-up
Understand the significance
of thorough preparation
before the event and
effective follow-up
afterward.

KEY ROLES FOR A SUCCESSFUL KAIZEN EVENT
9
Coordinator/
Consultant
Leads and facilitates
the Kaizen event,
ensuring it stays on
track and objectives
are met.
Upper
Management
Provides direction,
resources, and
support for the
event, aligning it
with the
organization’s goals.
The Union
Represents workers’
interests, provides
input on changes, and
collaborates with
management to
ensure a successful
event.
HR Manager
Ensures resources are
available, manages
HR issues, and
supports employee
development during
the event.
Plant Manager
Oversees plant
operations, supports
the event by
removing obstacles,
and ensures
alignment with plant
objectives.

Event Purpose:
● Clearly explain why the Kaizen
event is being held and its
objectives.
Benefits:
● Outline the benefits of the event for
the company, employees, and
customers.
COMMUNICATING TO THE WHOLE COMPANY ABOUT THE KAIZEN
EVENT
Timeline:
● Provide a brief overview of the
event timeline, including key dates
and milestones.
Involvement:
● Encourage participation and
explain how employees can get
involved.
10

© Operational Excellence Consulting 11
THREE PHASES OF A KAIZEN EVENT
Implementation –
The Event Itself
Presentation,
Celebration &
Follow-Up
Planning &
Preparation
1 3
2

SUMMARY OF STEPS FOR CONDUCTING A KAIZEN EVENT
12
Phase 1: Planning and Preparation Phase 2: Implementation – The Event Itself Phase 3: Presentation, Celebration, and Follow-up
Select a coordinator – will you use an outside
consultant?
Communicate to the entire company the plans for a
kaizen event.
Select an Area:
• Use a selection matrix to determine priorities for areas
to be selected.
Select a problem for improvement.
Select the team leader or co-leaders and prepare them.
Select the team members and train them.
Prepare the area:
• Gather needed materials and equipment.
• Notify necessary support people, including
maintenance personnel.
• Get needed background information.
Schedule the event.
Orientation:
• Introduce the team and assign roles
• Introduce the event objectives and procedures
• Distribute team supply kits and resources
• Conduct needed training
Understand current situation:
• Observe the selected area and gather data
• Map the process
• Do time studies of all operations (or set up areas for 5S
implementation)
Make the improvements:
• Develop improvement ideas
• Implement the new plan
• Test improvement ideas
• Establish new standards
Present the results of the kaizen event to the
company:
• Prepare a presentation of all data and event results
• Perform an event evaluation
• Circulate results to top management and anyone else
who should have them
• Display results in a central area for people to read at
their leisure
Celebrate the completion of the event.
Follow-up:
• Make to-do lists of follow-up tasks and make sure they
are completed
• Review results with the executive team
• Get feedback from the operators in the event area
• Document the results and publish them
• Write up what was learned and communicate with t he
next teams leaders
• Consider next steps, next kaizen events, and the next
lean training that is needed

“
Kaizen means ongoing
improvement involving
everybody, without
spending much money.
MASAAKI IMAI
13
Author of “Kaizen” and “Gemba Kaizen”

● Choose an area with significant
impact but manageable initial
challenges.
● Each event provides valuable
lessons for smoother future events.
● As experience grows, tackle more
complex problems.
● Develop selection criteria to choose
the best starting event.
SELECT AN AREA
14
14

EXAMPLE OF KAIZEN EVENT AREA SELECTION MATRIX
15
Kaizen Event Area Selection Matrix
Criteria Area / Line A Area / Line B Area / Line C Area / Line D
Deluged with WIP
Activities occur all over the plant
Significant bottleneck
Frequent, major production stoppages
Everything is a mess
Product is medium to high volume
Complete, not a partial process
4-6 processes to complete the part
Significant market or financial impact
Operational problems (not mgmt. issues) to resolve
Operators want to do a kaizen event
Most employees are familiar with the area
Recommendation:
Limit selection criteria to five to avoid
analysis paralysis.

PRACTICAL TIPS FOR SELECTING AN AREA
16
In order to have a big impact right away, choose an area:
● That is deluged with WIP,
● That has activities that occur all over the plant,
● That has a significant bottleneck or other major hindrance to production
flow, or
● Where everything is a mess.

ACTION!
1. Identify five criteria for selecting a Kaizen event area.
2. Determine three potential areas in your plant for
Kaizen events. Use the Kaizen Event Area Selection
Matrix to choose the first area and explain why.
3. Record your ideas on the flip chart.
4. Present your chosen ideas and reasoning to the class.
GROUP DISCUSSION: PLANNING & PREPARATION
17
Time allowed:
10 mins

● Out-of-control processes
● Unreliable or incapable equipment
● Interdependent processes
● Improvement not seen as necessary
● Processes that may soon be obsolete
WHAT TO AVOID WITH INITIAL
PROJECTS
18

COMMON APPROACHES FOR INITIAL KAIZEN EVENTS
19
KAIZEN
5S
Waste Elimination
Standardization
Emphasizes maintaining
an organized and
efficient workplace.
Identifying and
eliminating non-value-
added activities.
Establishing and
maintaining
standardized processes.

QUALITIES OF A GOOD TEAM LEADER
20
Participated on a
previous kaizen
event.
Have previous
leadership
experience, e.g.
scout leader,
soldier, etc.
Not be dictatorial in
his or her leadership
style.
Have an awareness
of lean production
methods.
Be able to be fair
and firm, aggressive
and friendly.
Understand
participative
management.
Be willing to be out
on the shopfloor for
the event, not out of
reach in the office.
Be able to take
control when
necessary.

TEAM LEADER RESPONSIBILITIES CHECKLIST
21
Team Leader Responsibilities Checklist
Before the Event
1. Select the team members.
2. Gather information necessary for the event.
• Event objectives and procedures
• Layouts, flow charts, process sheets
• Cycle times versus takt time charts
• Staffing goals
3. Prepare the area for the event.
• Mark the boundaries of the area visibly
• Prepare a materials and equipment checklist
• Prepare the team kits
• Define a kaizen event preparation checklist (e.g.
logistics, communications, support personnel), making
assignments and insuring that everything is ready for
the event in time
During the Event
1. Keep up to date on what everyone is doing.
2. Chart takt time and cycle times during time studies.
3. Coordinate preparation and final presentation.
After the Event
1. Compile hard/soft copy of the presentation and circulate it to
management and anyone else who should have it.
2. Compile a follow-up checklist, making assignments for
completion of any outstanding steps.
3. Communicate with the next team leader about the
experiences of this event.

MAINTENANCE PERSONNEL SHOULD BE NOTIFIED AND INCLUDED IN
THE EVENT
22
Assign someone from maintenance
to work with the team and a team
member to be a link to the
maintenance group.

● Ensure the area is uncluttered, well-
equipped, and supported by
maintenance and security.
● Obtain necessary materials,
equipment, and supplies.
● Consider impact on other shifts and
upstream/downstream processes.
● Gather necessary Background
Information and create a detailed
schedule.
PREPARING THE AREA,
MATERIALS, AND RESOURCES
23
23
23

● Schedule and coordinate training for team members in
advance.
● Provide time for team members to discuss and absorb
training.
● Ensure materials, equipment, and support people are
in place for the event.
● Set clear start and end dates for the event.
● Plan around business cycles to minimize disruptions.
● Allow time for thorough preparation and follow-up.
SCHEDULE THE EVENT
24

A TYPICAL EVENT SCHEDULE
25
Event Schedule
Mon, 1:00 PM
5:00 PM
Event orientation
Training in lean production methods
begins
First day ends
Thu, 8:00 AM
9:30 AM
2:30 PM
PM
Review physical changes made by
maintenance
Operators try the new process and do a
time study
Work is complete
Begin reports on the event
Fourth day ends – presentation is
prepared
Tue, 8:00 AM
2:00 PM
PM
Training continues
Training is completed
Documentation of current state begins
Second day ends – current state data is
complete
Wed, 8:00 AM
Noon
PM
Future state is developed – solution
created for implementing it
Process development sheet completed
New process requirements analysis begins
Maintenance moves equipment, machines
into new process layout
Third day ends – analysis of new process
is complete and new layout is complete
Fri, 8:00 AM
9:00 AM
Noon
Rehearse the presentation
Presentation to the company
Celebration
Event ends

● Keep the team size between 6 to
12 members.
● For larger teams, consider a co-
team leader if you’re new.
● Ensure a diverse team with varied
experience and perspectives,
including the customer.
● Clarify roles with the team leader
before the event.
TIPS FOR SUCCESS
● Prepare adequately but avoid
overplanning.
● Guide the team without imposing
your ideas.
● Ensure clear expectations for the
event from all team members.
● Understand the roles of team
members, SMEs, Executive
Sponsor, and yourself.
26

EXAMPLE: KAIZEN PROJECT IMPROVEMENT
27
BEFORE AFTER
Reasons project chosen:
§ Difficult to move around a cluttered office.
§ Difficult to find information and supplies.
Tools used on project:
§ Cleaning equipment and tools.
§ 5S principles.
Results:
§ Unwanted materials were discarded.
§ Less waste – e.g. transportation, motion, waiting, etc.
§ Improved staff morale.
Next steps:
§ Conduct monthly 5S audits.
§ 5S for other common areas.
Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith

EXAMPLE: SHOPFLOOR RE-LAYOUT KAIZEN
28
BEFORE AFTER

PHASE 3: PRESENTATION, CELEBRATION & FOLLOW-UP
29
Celebration
Host a luncheon to
celebrate the team’s
achievements and end
the workday early for
the event team.
Follow-up
Monitor results,
complete follow-up
items promptly, and
track savings weekly for
a year.
Presentation
Prepare and rehearse a
team presentation
outlining the event’s
improvements.

Operational Excellence Consulting is a management
training and consulting firm that assists organizations
in improving business performance and effectiveness.
Based in Singapore, the firm’s mission is to create
business value for organizations through innovative
design and operational excellence management
training and consulting solutions. For more
information, please visit www.oeconsulting.com.sg
ABOUT OPERATIONAL EXCELLENCE CONSULTING

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