The Kaizen Event: Everything You Need to Know to Get Started with Rapid Improvement
A Kaizen Event is a structured process for continuous improvement that can be applied to any aspect of an organization. It is a 2-5 day focused improvement event during which a sequestered, cross-functional team designs and implements small improvements to a defined process or work area, generating rapid results, learned behavior, and ultimately, improved customer satisfaction.
The Kaizen Event is based on the Japanese philosophy and Japanese word of Kaizen, which means "improvement" or "change for the better." You might also hear the terms Kaizen Burst or Kaizen Blitz, which are sometimes used interchangeably with Kaizen Event. Essentially they all mean the same thing.
To learn more about Kaizen, I have an in-depth article you can check out titled, “Kaizen: An Approach for Continuous Improvement”.
The Goal of a Kaizen Event
The goal of a successful Kaizen Event is to identify and implement quality improvement in an efficient and effective manner. In general, a Kaizen Event is undertaken in a team environment and involves the application of several different improvement tools or techniques. These might include brainstorming, cost-benefit analysis, value stream mapping, standard work, 5S visual management, and so on.
Although many people associate Kaizen Events with lean manufacturing processes, such as reducing waste in a production line, they can be used in any specific area where there is a need to improve efficiency and effectiveness. For example, Kaizen Events have been used to improve office workflows, lead times, customer service processes, and even hospital procedures. Also, a Kaizen Event is best suited for an existing process that needs improvement, not to develop a new process.
What a Kaizen Event Schedule Looks Like
While Kaizen Events can take many different forms, there is a basic, standard structure. For example, most Kaizen Events go between 2-5 days, so if you are thinking of using the practice, I think it is safe to plan on that duration. Below I have outlined what each day would look like in terms of what topics are covered.
DAYS 1 & 2
The first starts with a kickoff session to introduce the Kaizen Event team members and define the problem or opportunity with the current state process that needs to be addressed. This can be done by conducting a needs assessment or value stream mapping. The team will do data collection and conduct a root cause analysis to determine the factors that are contributing to the problem. This might involve brainstorming, affinity diagramming, fishbone diagrams, and other techniques. By the end of Day 2, the team should be as far as having designed the future state of the process.
DAYS 3 & 4
Day 3 starts by designing and testing process improvements by applying various improvement tools and techniques—such as brainstorming, value stream mapping, 5S visual management, and standard work, all to determine possible solutions. By the end of Day 4, the team should obtain buy-in from the process team and stakeholders.
DAY 5
On the final day, the team will implement the proposed solutions using a plan-do-check-adjust (PDCA) cycle to ensure that any changes are sustainable in the long term. Then they will document what was learned during the Kaizen Event so that it can be shared with others in the organization and train process workers and stakeholders on the improvement changes. Finally, the team will present results to stakeholders and leadership.
Kaizen Event Meeting Rules
It is important that the Kaizen Event team stay focused throughout the week, so having some rules in place is good practice. Here are some best practices I advise you to consider:
The team should start and end the day together as a team, and should take breaks together as well. This way no one misses any of the Event’s agenda.
Being on time is critical.
The team needs to stay 100% committed and 100% focused, so no interruptions, all devices should be on silent mode or turned off, and no email
Everyone should keep an open mind and consider all ideas. Ask “why?”, “what if?”, “why not?”
Encourage different perspectives and challenge everything; seek the wisdom of ten vs the knowledge of one
Remember that rank has no privilege
Finger-pointing has no place
No silent objectors; don’t leave in silent disagreement; respectful disagreement is encouraged
What’s said in the room stays in the room
The Benefits of a Kaizen Event
There are several benefits of Kaizen Events for organizations who undertake this improvement process. Below are some of the benefits you can expect from investing in a Kaizen Event practice.
Achieving rapid results through a defined process, which energizes and helps form new habits
These small, incremental changes can (and do!) add up over time
Behavioral changes, including:
Helps people grow more comfortable in challenging the status quo
Helps frontline employees gain a voice in process design
Helps build trust between leadership executives and others, and between managers and staff
Ends with documented, measurable processes
Develops stronger working relationships
Develops problem-solving skills
Shapes new mindsets, behaviors, and habits
This will result in needing fewer Kaizen Events as you progress through transformation
Creates clearer roles between leadership and frontline employees
Energizes and engages the entire workforce, creating a Kaizen culture
By constantly looking for ways to improve, organizations can gradually and systematically develop a culture of continuous improvement that sets your organization apart from your competitors
15 Helpful Tips for Success with Kaizen Events
Kaizen Events are a powerful tool for continuous improvement, but they need to be used correctly in order to be effective. If you're thinking of implementing a Kaizen Event in your organization, there are a helpful tips to keep in mind:
Make sure you have a clear understanding of the problem or opportunity that needs to be addressed.
Choose a team to carry out the Kaizen Event and ensure that it has the right skills and experience. You may need to bring in outside consultants or experts if this is not possible internally.
Set an appropriate timeframe for your event, bearing in mind that you will probably only be able to achieve a certain amount in the time available.
Be prepared to invest in training for your team members if they are not familiar with the lean tools and techniques that will be used.
Make sure you have a system in place for documenting and sharing the results of your event. This will ensure that the learning can be applied in other areas of your organization, and help you to build a culture of continuous improvement.
The project charter must be thorough, iterative, collaborative, and properly socialized (What, Who, and When).
Proper scoping of the charter is essential for creating focus and getting results.
Create the proper team which should have no more than 10 cross-functional subject matter experts and team leader, all of whom are people who do the work being improved.
Have a good facilitator who can wear multiple hats. The Kaizen Event facilitator needs to be a teacher, coach, motivator, challenger, provocateur, obstacle eliminator, meditator, and time keeper… all at the same time!
Begin with measurable objectives.
Your Kaizen Event must help develop PDSA habits (Plan, Do, Study, Adjust).
Don’t forget about Interim Briefings, which should be held every day or two in order to: build consensus, allow the team to present findings to interested parties, ask leadership for guidance, discuss relevant policies and concerns, and for leadership to assure the team has considered all options and all implications.
Make sure that all process management and improvement is measured through KPIs.
Ask “who’s minding the store?” after the improvement is put in place. This means make sure everyone is aware of who is always on the lookout and watching the process and knows when to call the team back together if things need to be improved again.
You must plan for sustainability and continuous improvement. Kaizen Events are not a one-and-done thing!
Kaizen Events Might Not Be for Every Organization, So Do Not Use Kaizen Events If…
If Your Improvement Efforts Are Not Tied to a Larger Strategy
I recommend having a comprehensive process improvement plan in place before jumping into a Kaizen Event. A Kaizen Event does not work very well if it is simply treated as a one-off exercise, so before getting a team assembled, think through what the larger improvement strategy is and develop an action plan for making improvement an organization-wide mission. This will help you find more success when you engage in a Kaizen Event.
If It Is The Only Way Improvements are Being Made
To the point above, a Kaizen Event should not be the only practice you use for process improvement. Different situations may call for different solutions, so find the ones best suited for Kaizen Events, and have other methodologies in place to find the best mix for your organization. Kaizen Events should be part of an overall program of continuous improvement.
If Leadership is Not Ready to Give Proper Authority to Frontline Employees
Kaizen’s roots are firmly planted with the concept that improvement is everyone’s job. With a Kaizen Event, the team making the changes to a process NEED to be the ones who work directly with the process. The success of a Kaizen Event depends on the leadership team delegating decision making and solutioning to those employees, otherwise the project will not be successful.
If The Improvement to be Made or Problem to be Solved is Too Complex for 5 Days
A Kaizen Event is meant to be a rapid improvement event, so if the needed improvement is too complex to get done in five days, you might need to consider a different method or approach.
If You’re Merely Designing the Improvement or Creating a Plan
Kaizen Events are action oriented… you have to actually make change!
