ACCOMPLISH PERFORMANCE IMPROVEMENT IN DAYS RATHER THAN MONTHS.
Some of the key objectives of the Kaizen philosophy include eliminating waste, quality assurance, just-in-time delivery, standardized work, and the efficient use of the equipment and facility layout. An example of the Kaizen philosophy in action is the Toyota production system. Suggestions for improvement are encouraged and rewarded, and the production line is stopped when a malfunction occurs.
BREAKTHROUGHS TO EFFECTIVELY IMPLEMENT AND SUSTAIN HIGH-IMPACT OPPORTUNITIES.
A Rapid Improvement Workshop (Kaizen) is appropriate for businesses seeking to implement Lean principles.
Our Kaizen event is an intensive workshop including training, implementation, and transformation of a selected area. It is an intense team effort to provide process improvement.
"Rapid improvements will help develop your organization’s operational excellence - focus on the areas that include productivity, effectiveness, safety, and waste reduction."
THOSE WHO FOLLOW THE APPROACH OFEN EXPERIENCE BREAKTHROUGH RESULTS IN THE FOLLOWING AREAS:
- Less waste – inventory is used more efficiently, as are employee skills.
- Employee Satisfaction – they have a direct impact on the way things are done.
- Commitment – team members have more of a stake in their job and are more inclined to commit to doing a good job.
- Retention–satisfied and engaged people are more likely to stay.
- Competitiveness – increases in efficiency tend to contribute to lower costs and higher quality products.
- Consumer satisfaction – coming from higher quality products with fewer faults.
- Problem-solving – looking at processes from a solutions perspective allows employees to solve problems continuously.
- Teamwork - working together to solve problems helps build and strengthen existing teams.
MUCH OF THE FOCUS IN KAIZEN IS ON REDUCED "WASTE," AND THIS WASTE TAKES SEVERAL FORMS:
- Movement – moving materials around before further value can be added to them.
- Time – spent waiting (no value is being added during this time).
- Defects – which require re-work or must be thrown away.
- Over-processing – doing more to the product than is necessary to give the "customer" maximum value for money.
- Variations – producing bespoke solutions where a standard one will work just as well.
3-5 day intensive workshop including training, implementation, and transformation of a selected area.
Each Kaizen event requires a cross-functional team of 7-10 people for optimum performance. Approximately one-half of them work in the chosen area and one-half from other areas that implemented changes might impact.