Kaizen Process Improvement Project

This methodology that is being discussed about picking a project for a particular Kaizen event will apply to many projects as well as improvement objectives.  It is important that some particular items are considered regarding initial kaizen projects.  So, what is different about initial projects?

Initial Kaizen projects are often staffed primarily with people who are unfamiliar with the Kaizen manufacturing concepts . These first projects set the tone for Kaizen in the organization.  If the first event fails, it may doom the whole project. Many people will connect the failure to this ‘new method’.  Initial events require additional resources from those involved because of the rather big amount of issues that arise during the ’start up’.  Many organizations are not in possession of the data to give to the kaizen team, a ‘data-starved’ event can result quite quickly.

Kaizen Projects should be SMART:

Attaining the Possible

Specific : Any project requires a focus and one which have that get materializes and the probability of the same is higher than other initiatives which lacks it. Such a specific project throws us the six riddles before us such as Why it is executed referring the goals? Who all comprises the team? Where it is executed? When it will is executed meaning the time period required to achieve the goals set? What all will be done such all activities to reach the goals set? And last but not the least is which will be the method followed for its successful completion?

Measurable : Gauging any work requires a benchmark that is essential to compare the goals set and progress made by the individuals to validate that the goal has been met.

Attainable : The capacity of one to do a thing is vital and when a person targets a goal of interest, he starts working towards that, so that it becomes a reality. To accomplish a project, a project manager requires resources with the right attitudes, matching abilities, desired skills, and required financial support.  The path to achieve the goal turns bright with noticing opportunities which went away noticed and take you very near to the goals as well as to attain it.

Realistic : The realism of any goal provides the motivation to work towards that end while allowing you to set a goal that has a meaningful objective, making you willing to strive for it without any iota of doubt setting in your mind. The goal should be sensible.  Failure to set an attainable or realistic goal for any project is a risk management nightmare.

Tangible :  We live to experience the world and it is done through our five senses. A project target is best when it tingles our taste buds, is felt by our hand, the aroma of it should wafts through our nostrils, it physically visible, or provides a a melody to our ears.

Initial Kaizen projects need to have leadership support as well as passion for accomplishment.  The project needs to be high profile, tied to the needs of the business.  The goals of the project must be attainable, to build the confidence of the team, with little left undone. In order for these initial projects to be successful, it must be focused on ‘people’, rather than being a huge technical exercise.  This makes the best use of group and supporter talents.  In addition, the process under examination must be stable, straightforward, and simple to understand.  This way, project management will be as self-contained as possible and externally created variables can be kept to a minimum.

Things to avoid during initial projects:

Processes that are out-of-control or impossible will surely spell failure for a kaizen project.  How do you determine if real changes are made or if there is simply random variation?  Even little, external changes can create very different outcomes.  Further, implementing the changes will be difficult without quality equipment, and impossible if you do not have it.

If your kaizen project is performed on a process no one cares about, it will not receive the attention it deserves to become a success.  Even if successful, the kaizen event will appear as an ineffective action, and this will destroy momentum of Kaizen and your team.  One client wanted to do a Kaizen event on a process that was scheduled for future obsolescence as a pilot project!

The opposite of "who cares" is "monument". A monument is a static fixture and it does not change. Some examples are an item that is shared with others or cannot be worked around (very complex machining systems or ovens are examples) or actions that would have an impact on a new company-wide computer network.

A sticky problem with negative social connotations such as, "5 teams have already tried to solve this problem, so you can try it now," kind of situation will surely start with more negativity than openness.  There is a solution to avoiding repetitive problems. Whatever you do, avoid this.  Similarly, utilizing the Kaizen event to fix a staffing problem is application of the wrong tool. Project management and management of people is one thing, Kaizen is another. For managers it is important to correct the employee issues first, and implement Kaizen afterward.

Any time that changes of 3 to 5 days are impractical can be decomposed into to several events. However, these are impractical places to begin.

Some Initial Kaizen Blitz Topic often include:

• Improvements to productivity
• Reductions in setup or changeover
• Enhancing the flow of products or information

Once the initial events have transpired, you have the freedom to be as ambitious regarding the size of the project as you would like. It is vital to remember that it is generally very hard to do something totally wrong that cannot be fixed during a 3 - 5 day period. During your later events, if this becomes a risk it is essential that you stress adequate event preparation.

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