kaizen+ +batch+or+flow

8/3/2019 Kaizen+ +Batch+or+Flow

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Kaizen : Batch or Flow? Method or Culture?

By David Torrance

What is Kaizen? What do you think of when someone mentions it? Has anyone heard of KaizenEvents, or Kaizen Blitzes, or simply Kaizens. Im sure most of you have... they are very prominent inthe world of Process Improvement.

Kaizen is widely accepted as a methodology for improvements. Many companies now follow astructured way of holding these events or blitzes. We are led to believe that the event should be over3-5 days. There is often a structured agenda and also a specific stepped process to follow. Preparationneeds to be done prior to the event itselfetc.

In ABB, we know that these can be very successful in the short term. We often use MITs (ManufacturinImprovement Teams) which could be described as an extended Event extended in order toincorporate behavioural changes within the team. This additional focus on behavioural changes can beused to influence others in the organisation. Kaizen Events provide an increased level of focus on aparticular problem or area, and bring together lots of good ideas from the company members /employees. A large amount of benefit can be gained from cross-functions who gain a commonunderstanding of a process / area / issue, theres a strong emphasis on involvement and empowermentEvents allow for short term energy and passion for those members to have input into their own (andothers) areas or processes.

Picture 1: Cross functional team focusing on improvement

Most of you have seen and heard this all before. Many of you will have participated in at least one ofthese events, you may even already have regular events within your companies / areas. If not, nomatter read on!


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OK so what? Lets take a step back from the Kaizen Event itself for a moment.

Lets try to look at the potentially deeper meanings behind Kaizen we find that the widely recognisedtranslation is Continuous Improvement or small incremental improvements. Perhaps the termsKaizen and Continuous Improvement are over-used in todays world. Id like to provoke somethoughts on this..

When we think of Lean Manufacturing, we often talk about the difference between Batch andFlowso lets apply that thought process to Kaizen:

- Kaizen Event: gives the impression of a batch, or a one-off activity / group of activities.- Continuous Improvement: gives the impression of a steadyflow of improvement.

Are these opposites? So what we do is hold a Kaizen Event Kaizen: A continuous steady flow,Event:one-off batch improvement activity. Doesnt really make sense does it? Thinking in that way,the idea that Kaizen is all about Events looks to be flawed. Events are used as a surge, a way ofinjecting and intensifying focus, energy and enthusiasm but they are only a small part of the Kaizenitself they are not even necessarily the major part. Without something between events, we risk eitherflat performance, or even performance that drops off. (See diagram 1 below)

Diagram 1:

Performance

Time

KAIZENKAIZEN

KAIZENKAIZEN

Events

Kaizen is aKaizen is a

mindsetmindset

We holdWe holdKaizen EventsKaizen Events

11stst event usedevent used

as trigger foras trigger forimprovementsimprovements

Performance

Time

KAIZENKAIZEN

KAIZENKAIZEN

Events

Kaizen is aKaizen is a

mindsetmindset

We holdWe holdKaizen EventsKaizen Events

11stst event usedevent used

as trigger foras trigger forimprovementsimprovements

For sustainable or continuous improvement, events cannot be the only ingredient. In fact, they mayonly be the initial trigger for changesthe starting point. They use both a structured approach andtools/techniques but do they really include the 3rd and essential part of the recipe for processimprovement - management of change the cultural element of sustainable improvement, where

improvement becomes the way we do things around here. (See diagram 2 below)

Diagram 2:

Process Improvement requires:

1. Management of Change

2. Structured Approach

3. Tools and Techniques= Is thisKaizen?

= Kaizen?

Once the above become integrated, does this mean we haveKaizen culture?

OR

Process Improvement requires:

1. Management of Change

2. Structured Approach

3. Tools and Techniques= Is thisKaizen?

= Kaizen?

Once the above become integrated, does this mean we haveKaizen culture?

OR


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Kaizen is more about small incremental improvements and so on the back of these improvementevents, the organisation needs to have empowered employees with a suitable platform and systems tomake those smaller improvements in their everyday duties and tasks without unnecessary constraint.They must be an integral part of day to day tasks. So, how do we make that allowance? We cant justsay Youre now all empowered! and expect things to happen.

Events may become more regular they dont have to be 3-5 days, they could become a slot on yourdaily tasks. What about a 10 minute event each day? What are the issues, what do we do aboutthem, how do we prevent recurrence? Oh, oh, carefulthat sounds like regular team meetings, andwe dont have those to talk about improvement, those are just to talk about todays work. Seriouslythough, by having more regular, less time consuming events - improvement becomes habit, thereforestarts to become cultural. It becomes the way we do things around here. From a documented processto a thought process.

As employees eventually start to look for improvements at all times throughout the day (almost sub-consciously), instead of only during those meetings or events, only then can we really say its Kaizen!

Only then do we start to see the full benefits of having a Continuous Improvement culture. The need foideas to be actioned is still essential for momentum its not a talking shop. Longer events canbecome re-energisers rather than the main ingredient for improvement.

Kaizen is where improvement flows, not just where improvement is done in a batch.

Picture 1: CEDAC could be used as the tool used for daily activity and shift handovers?Taking tools and concepts from the Events into daily life integrating into the culture.

In summary, think how much more benefit could we get, if we see Kaizen (Continuous Improvement) asa culture and not a process or methodology? Should we really be trying to apply so much structure toKaizen does this not take away much of its real value? Often we try to apply too much logic, structureand method through standardisation? This can in fact begin to suppress creativity. In order to allowimprovement to FLOW, standardisation and 'Kaizen' need to be used in tandem on a continuous basis,to compliment rather than conflict. There is an essential balance (as ever).

The way to test whether we are truly in a continuous improvement or Kaizen environment, might be thano-one talks about improvement as a seperate Event or as something over and above their job role,they take it for granted as part of their daily duties. (and even extend that into their personal lives aswell! they may have no choice, its simply become they way they think)


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Do you still talk about Kaizen in your organisation then you still might have a bit to go for it to becultural. You might be able to talk about improvement, but is it truly done in a continuous flow?

Kaizen: Its a mindset, not just a methodology. A culture, not just a process.

As a final thought, we can apply the same thoughts as above to 5S. From experience, Iknow its underestimated and is one of the most powerful tools but only when it becomes cultural.Too many apply something from the textbooks such as tidying and audits etc and dont get thepotentially huge benefits. Is it not a culture, a way to think, rather than a method of housekeeping andaudits? Is it not continuous flow the way we do thing around here, rather than a batch clean up andaudit? Is its true value-add not about morale and efficiency rather than tidiness? You must make 5S aculture rather than a separate event, audit, process or methodology thats where the real hard(efficiency) and soft (morale) benefits lie. When its truly cultural, people no longer talk about it, itbecomes a way of working, a way of life; and you no longer need audits or major tidy ups for visits, etc.

But why stop at 5S? What other Lean / Improvement techniques could we think of, that might be betterserved as cultural rather than only methodical?

David Torrance is a Consultant with ABB Global Consulting, Operations Improvement Group.

He can be contacted at [email protected]

David Torrance, ABB Ltd

kaizen+ +batch+or+flow

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