Kaizen Blitz Projects
This particular Kaizen event, which is currently the topic of discussion, is relevant to many projects and development goals. Significantly, certain more important objectives should be given proper thought and consideration during initial projects. Now, the big question is why and how are initial projects different?
One of the major problems when starting the process of Kaizen is that they are sometimes staffed with those who are not familiar with the process, and if there is a failure due to this, the method may be blamed instead of those involved. Naturally, any new project can be difficult and challenging when it is first initiated, and it may take some time to find a clear balance. Startup will require extra help in case there are issues that may occur, since some organizations are not well equipped with the necessary date and problems can arise quickly.
Initial Project should meet the following requirements:
– Application of intelligent targets
– Needs to be specific
– Quantifiable
– Achievable/Feasible
– Target oriented
– Time-sensitive? – Each project should have a defined period of time in which it is to be completed.
– Passion for accomplishment is a must along with all support from management team
– Tied to the needs of the business?
– User profile as high as possible
– Do-able
– Builds confidence with little left undone
– Helps make convenient usage of team and supporter skills
– Work based on people as opposed to a large technical project
– The capability to carry important follow-up
– Steps that are needed to do the work must be clear and easily understandable
– Stability of process
– Overseeing the project must be kept in-house as much as possible as outside management may bring too many variables into the situation.
It is important to understand that certain things need to be avoided during the initial projects. These include selection of impossible processes, lack of control over the projects, poor quality equipment, lack of equipment, etc.
While observing the changes happening during the course of the projects, one must analyze whether the changes happening are real or are simply a product of random variation, whether such changes are external changes which can create different outcomes, whether the changes are short-term or will last for a period of time, etc. Once must overcome the apathy that may exist in the minds of the members towards the project which may lead to inefficient action and destroy the momentum of the project. One may view the project as series of several events, however, keeping in mind the sequencing of the events and avoiding impractical beginning points.
One must avoid any location that has a ‘monument’. A monument may be any static or fixed item that is shared with others or cannot be worked around or which would have an impact on the company-wide computer network. Examples of such monuments may be very complex machining systems or ovens. Mixing people management with Kaizen must be avoided at all costs. Employee issues must be resolved before the implementation of any Kaizen projects. One must not begin a Kaizen project by drawing upon the failure of the said project by previous teams. Repetitive problems must be avoided.
Some topics from Kaizen Blitz include:
– Improvements to productivity
– Decreases in changeover and setup time
– Enhancing the flow of products or information
Following the shaping up of the initial events, you can be as ambitious as possible about the project size. However, it is crucial not to take on such a blunder that cannot be rectified within a short timeframe of 3-5 days. While later events are in progress, it goes without saying, that adequate stress is laid on event preparation and management, in order to avoid future risks.
Steve Wilheir is a project management consultant. If you like the instruction on kaizen blitz timing, you might want to learn what is Kaizen to effectively define kaizen.
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