How can you choose the optimal Kaizen event for your organization?

1 Type of kaizen event

There are different types of kaizen events, each with its own purpose, duration, and expected results. Kaizen blitz is a short, intensive event that lasts from one to five days and targets a specific area or process. It involves a cross-functional team that analyzes the current state, identifies and implements improvements, and measures the outcomes. This type of event is suitable for solving simple or urgent problems that require immediate action and visible results. Kaizen burst is a longer, more comprehensive event lasting from one to four weeks and targeting a broader or more complex area or process. This type of event involves a larger team that follows a structured approach to map the value stream, identify and prioritize opportunities for improvement, and implement and monitor changes. A kaizen burst is suitable for solving more difficult or strategic problems that require deeper analysis and coordination. Kaizen workshop is a training event lasting from one to three days that focuses on teaching and applying lean tools and techniques to a specific process or area. It involves a group of participants that learn the theory and practice of lean concepts such as 5S, standard work, or visual management and apply them to a real case. This type of event is suitable for developing skills and awareness among employees and managers, as well as creating a culture of continuous improvement.

2 Scope of improvement

The scope of improvement refers to the extent and depth of the changes you want to make in your process or area. It depends on the size, complexity, and interdependence of the elements involved, as well as the resources and time available. This scope will affect the type, duration, and size of the kaizen event you need. For instance, a small, simple process like sorting materials or labeling products can be improved with a one or two day kaizen blitz involving four to six people. A larger, complex process such as order fulfillment or inventory management may require a two to four week kaizen burst with eight to twelve people. To improve an organization's overall performance and culture, a series of one to three day kaizen workshops involving various departments and levels may be necessary.

3 Urgency of improvement

The urgency of improvement depends on the magnitude, frequency, and consequences of the issue, as well as customer and stakeholder expectations. This urgency affects the timing, frequency, and intensity of the kaizen event you need. For instance, if you have a critical problem that affects quality or safety, a kaizen blitz is necessary to make quick and effective decisions and actions. If you have a significant problem that affects efficiency or productivity, a kaizen burst is needed to follow a systematic process of analysis and improvement. And if you have a potential problem that affects competitiveness or sustainability, a kaizen workshop should be used to learn and share best practices and ideas.

4 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?