|
The
"Kaizen
Blitz" or "Kaizen
Event" is the fast, big and dramatic form of
improvement. Norman Bodek is
introducing us to a sort of "Mini Kaizen" which he calls "Quick
& Easy Kaizen."
Quick
and Easy Kaizen recognizes that the person doing a job is the
best expert on that job. It encourages everyone to make small
improvements that are within their power to implement. Over
time, these thousands of small improvements have major effects.
Small-scale
improvements are easier and faster. The risks are low
because they generally have limited effect. However, the accumulated
affect is often greater than a single large improvement.
Key
Characteristics
The
Quick & Easy Process
Here
is the sequence of events for a Quick & Easy Kaizen:
-
An
employee identifies a problem, waste, defect or something
not working. He/she writes it down.
-
Employee
later develops an improvement idea and goes to immediate
supervisor.
-
Supervisor
reviews it and encourages immediate action.
-
The
idea is implemented.
-
The
idea is written up on a simple form in less than three
minutes.
-
Supervisor
posts the form to stimulate others and recognize the
accomplishment.
Quick
and Easy Kaizen Benefits
Mini
kaizen empowers employees, enriches the work experience and brings
out the best in every person. It Improves
quality, safety, cost structures, environments, throughput and
customer service. |
Dana
Corporation has used Quick and Easy Kaizen for the past ten years. They
get 24 ideas per month from each employee and 80% have been
implemented.
After
a workshop, Technicolor in Detroit went
from 40 suggestions in July to 550 in October. Most have
been implemented.
Kaizen
in The Manufacturing Strategy
Quick
and Easy Kaizen is the missing ingredient in many Lean Manufacturing
initiatives but is the heart of the Toyota production
system. Toyota states:
"...based
on the concept of continuous improvement, or kaizen, every Toyota
team member is empowered with the ability to improve their work
environment. This includes everything from quality and safety
to the environment and productivity. Improvements and suggestions by
team members are the cornerstone of Toyota's success."
Mini
Kaizen is very much a part of corporate culture. It
requires both conscious and sub-conscious thinking about
improvements day by day and minute by minute from everyone.
While
each improvement is indeed "Quick & Easy", nurturing
such a program and effectively integrating into corporate culture is
far more difficult than a blitz. But, as Toyota has demonstrated, it
offers a more sustained competitive advantage. |
