How can you use Kaizen events to improve Lean Six Sigma?

Certainly. Kaizen is a mindset, more than a set of activities. It's a gift of Japanese wisdom. It conveys the significance and possibility of continuous improvements, irrespective of the current status, sector and industry. Six sigma is an American Methodology, which conveys the significance of standardized procedures to attain the required target and excellence. Amalgamation of both gives extraordinary results in attaining the goals. The kaizen event acts as a calalyst in initiang and driving the improvement process and establishing a continuous improvement mindset. As a whole corporates are always experiencing sustainable and inclusive growth with kaizen events.

One thing which we should consider is to do the retrospection in terms of what went well and what went wrong. Based on this, we can collect the observations of all stake holders and establish the lessons learnt and best practices

In my experience the critical step is always to take the time to properly define the problem, what is not working, why are we doing this. Then during the next phase of measuring the current state and analysis , we really validate that problem statement, or add new ones found. In this manner we will be sure to target the real key business issues in our solutions.

Indeed. In larger organisations, kaizen events can be used at a small segment or wing. It will help us in lesser funds and efforts. Certified or knowledgeable or interested persons can be used to initiate. The process itself will drive the event. The results can be celebrated and acknowledged. This will initiate a spark in the larger organisations and will give them a lime light. It can also be used to get the attention of top management and the larger section of employees. This energy can future be used to implement Lean six sigma in broader scales, throughout the organisation. These kinds of organic moves will lead to sustainable growth and prosperity.

Something that gets overlooked, in my opinion, is the cross functional aspect of the kaizen. All too often I have sat in a kaizen event, only to find that the majority (if not all) of the people participating are from the affected process team. While there is something to be said for having a broad knowledge and experience base present at your kaizen event, it is equally as important to have “fresh eyes and minds” present as well. Outside perspective can prove invaluable when trying to solve a problem. It helps foster new ideas that previously were not thought of because of perceived limitations or restrictions. Do yourself a favor and reach outside of your process team for fresh eyes and minds for an optimal solution.

Before initiating a kaizen event, it is essential to equip the team with knowledge about Lean Six Sigma, its historical background, and the numerous benefits it offers. This foundational understanding serves as a catalyst to pique their interest and actively engage in the event. By providing this background information, team members can start the process with enthusiasm and a sense of purpose, fully aware of the potential positive impact it can have on their work and the organization as a whole.

It is crucial to document the improvements made and recognize the progress achieved. Additionally, showing appreciation to team members for their efforts and contributions is vital. Human involvement plays a pivotal role in the change process, and it is essential to reward and acknowledge their dedication, shining a spotlight on their achievements. One effective way to nurture skills and enhance expertise is by providing proper certifications in Lean Six Sigma. It helps in fine-tune their abilities, making them more proficient in Lean methodologies. By emphasizing the importance of recognizing, appreciating, and certifying team members, organizations can create a more engaged and empowered workforce.

I agree, follow through is the most important step majority of continuous improvement enthusiasts are missing. Correct handover to Process Owners is crucial Post stabilization support and monitoring is crucial. Don’t miss this part, because this is where we will see the improvement.

Assess the problem’s quick wins and long term solutions. Don’t wait for a long time before you implement quick wins. “Just Do It” — There’s a cost for waiting. You will need resources again, new data etc.

As a mechanical engineering graduate working on the manufacturing shop floor, I quickly realized that practical skills and knowledge beyond theoretical formulas were essential. In 2010, I stumbled upon "The Toyota Way," a book that opened my eyes to the world of lean manufacturing and the Toyota Production System. This revolutionized my approach to manufacturing, problem-solving, and process improvement. Implementing LEAN principles led to a remarkable transformation in my performance. The Japanese Lean philosophy played a significant role in my success. The awareness about Lean is growing, more evident in improving and system. I pursued a Lean Six Sigma Black Belt, which provided even greater insights.

In my experience with Kaizen, it’s a great way to bring cross functional resources together for teaming and planning to address key decisions and impacts on schedule. With industry data, you can benchmark experiences with similar projects to understand lessons learned and best practices that can be adopted to other projects. Cross-functional expertise and project experience can help the team identify gaps and potential oversight issues in planning that could lead to defects or rework. It’s also a highly effective way to quickly bring people together that may not normally work together to build relationships and set expectations on behavior and maintaining communication moving forward. Many teams find value in the Kaizen and will use again.