登录查看更多内容

Last updated on 2024年9月6日

How do you balance the scope and duration of a kaizen event with the available resources and constraints?

由人工智能和领英社区提供技术支持

A kaizen event is a short-term, intensive improvement project that involves a cross-functional team and follows a structured process. It can be a powerful way to achieve rapid results and foster a culture of continuous improvement. However, planning and executing a kaizen event also requires careful consideration of the scope, duration, resources and constraints involved. How do you balance these factors to ensure a successful kaizen event? Here are some tips to help you.

本文章的要点总结

Clarify your objectives:

Start by defining the problem and setting a SMART goal. This ensures your kaizen event remains focused and aligned with your strategic objectives.### *Evaluate available resources:Assess the skills, time, tools, and support you have. This helps in planning effectively and addressing any constraints upfront to ensure smooth execution.

本摘要由 AI 和以下专家提供支持

Daniel Holanda

Business Excellence | Industrial…
Krishna S.

Transformation | Change | Agility

1 Define the problem and goal

The first step is to clearly define the problem or opportunity that you want to address with the kaizen event. What is the current situation, what are the root causes, and what are the desired outcomes? You should also set a SMART goal that is specific, measurable, achievable, relevant and time-bound. This will help you narrow down the scope of the kaizen event and align it with your strategic objectives.

添加您的观点

Krishna S.

Transformation | Change | Agility
举报内容
Very nicely and clearly outlined

已翻译

赞
Daniel Holanda

Business Excellence | Industrial Engineering | Lean Manufacturing | Operations | Operational Excellence
举报内容
segue na minha vis?o, as a??es necessárias e pontos principais. 1. Identifique claramente o desafio (challenger) ou oportunidade de melhoria no processo. 2. Detalhe o problema, incluindo sua natureza, impacto e contexto. 3. Identifique as causas subjacentes do problema para abordá-lo de forma eficaz. 4. Defina um objetivo claro e mensurável para a melhoria, seguindo o modelo SMART. 5. Determine os critérios que indicar?o se o objetivo foi alcan?ado com sucesso, utilizando métricas relevantes. 6. Comunique o problema, o objetivo e os critérios de sucesso a todas as partes envolvidas para garantir compreens?o e alinhamento. Seguindo esta linha é possível ter um evento Kaizen eficaz e que traga resultados expressivos para a corpora??o

已翻译

赞
Alexander Hilton

Jack of All Trades, Master of Scrum
举报内容
Any goals should be collaboratively agreed upon with the team that is impacted by any changes. If you as the future facilitator or a manager are setting the goal, the team may not buy into the outcomes leading to potential resistance.

已翻译

赞
Eduardo Vieira

Excelência Operacional | Lean Manufacturing | Lean Office | Lean Digital | Six Sigma | WCM | Agilidade | Estratégia Operacional
举报内容
Come?o delineando objetivos precisos, mensuráveis e facilmente alcan?áveis para o evento Kaizen. Em seguida, avalio o tempo, a equipe e os recursos financeiros à minha disposi??o para garantir que sejam suficientes para alcan?ar esses objetivos. Para n?o ultrapassar os recursos alocados, divido o evento Kaizen em estágios gerenciáveis, atribuindo prioridades às tarefas e estabelecendo prazos razoáveis. Para manter o foco no projeto e responder a novos obstáculos, elaboro relatórios de progresso e fa?o modifica??es conforme necessário. Mantendo uma abordagem flexível e concentrando-me em objetivos específicos, garanto que o evento Kaizen traga ganhos significativos enquanto respeita as restri??es de tempo e recursos.

已翻译

赞
Mattia Costa

AI Prompt Engineering for Supply Chain Management | Driving E2E Supply Chain Value | Lean Six Sigma
举报内容
After defining the problem and goal, assess the resources and constraints that will impact the kaizen event. Evaluate the availability of key team members, budget, time, and any physical or technological limitations. Identify any potential obstacles, such as competing priorities or operational disruptions, that could affect participation or outcomes. This assessment helps you adjust the scope and duration of the event to fit within available resources, ensuring that the kaizen event is realistic and feasible. We need to align the event’s scale with what can be practically supported, so we can increase the likelihood of a successful and sustainable outcome.

已翻译

赞

2 Assess the resources and constraints

The next step is to assess the resources and constraints that you have for the kaizen event. This includes the availability and skills of the team members, the budget, the time frame, the tools and equipment, the data and information, and the support and buy-in from the stakeholders. You should also identify any potential risks or challenges that might affect the kaizen event, such as resistance to change, communication issues, or technical difficulties. This will help you plan and allocate the resources and constraints accordingly.

添加您的观点

Lauren Hisey

??Connecting people, processes, and technology so you become simpler…faster…BETTER!??Continuous Improvement?? Lean Six Sigma??Operational Excellence??Consulting??Speaker??Training
(已编辑)
举报内容
I would take this further by looking at locations and the availability of your team members. It would be best to consider that local team members may be unavailable early morning and late evening due to their families being outside work. Empathy is needed here when looking at resources and constraints.

已翻译

赞
Mattia Costa

AI Prompt Engineering for Supply Chain Management | Driving E2E Supply Chain Value | Lean Six Sigma
举报内容
Based on your assessment of resources and constraints, choose the appropriate duration and format for the Kaizen event. Consider whether a full-day event, a series of shorter sessions, or a virtual format best suits your team’s availability and logistical needs. Align the event length with the complexity of the problem: shorter for less complex issues, longer for more detailed challenges. Ensure the format allows for active participation, effective communication, and timely decision-making. If we tailor the duration and format to fit within your constraints, we can maximize engagement and the effectiveness of the Kaizen event.

已翻译

赞

3 Choose the duration and format

The third step is to choose the duration and format of the kaizen event. The duration can vary from a few hours to a few days, depending on the complexity and scope of the problem and goal. The format can also vary from a physical or virtual workshop, to a series of meetings or sessions, to a hybrid approach. You should consider the pros and cons of each option and select the one that best suits your resources and constraints, as well as the learning and engagement style of your team.

添加您的观点

Daniel Holanda

Business Excellence | Industrial Engineering | Lean Manufacturing | Operations | Operational Excellence
举报内容
na minha vis?o a escolha do formato (presencial ou virtual) ou a dura??o (dias e/ou semanas) é indiferente quando se tem bons mentores e sponsors e se tem tambem uma equipe engajada. Mas o principal é o apoio da alta dire??o. deste modo há uma facil dissemina??o da cultura lean/kaizen que na ponta tragam resultados expressivos para a corpora??o tanto em custos, qualidade e principalemente produtividade.

已翻译

赞
Lauren Hisey

??Connecting people, processes, and technology so you become simpler…faster…BETTER!??Continuous Improvement?? Lean Six Sigma??Operational Excellence??Consulting??Speaker??Training
举报内容
When scheduling Virtual workshops, it is essential to understand the fatigue of being in a virtual environment. If you decide to go the virtual route, I would spread the workshop over a few days with 2-3 hour stints.

已翻译

赞

4 Prepare the agenda and materials

The fourth step is to prepare the agenda and materials for the kaizen event. The agenda should outline the objectives, activities, roles, responsibilities, and deliverables for each phase of the kaizen event, such as planning, analysis, brainstorming, implementation, evaluation, and follow-up. The materials should include any documents, templates, charts, diagrams, or tools that you will use during the kaizen event. You should also communicate the agenda and materials to the team and stakeholders before the kaizen event and solicit their feedback and input.

添加您的观点

Daniel Holanda

Business Excellence | Industrial Engineering | Lean Manufacturing | Operations | Operational Excellence
举报内容
o planejamento é crucial nestes eventos, mas um ponto importante é saber usar a ferramenta correta para cada tipo de problema, deste modo se tem resultados maiores, eficazes e sustentaveis, além do desenvolvimento das equipes nestas diversas ferramentas que contribuem para dissemina??o da cultura e um ambiente proativo.

已翻译

赞
Mattia Costa

AI Prompt Engineering for Supply Chain Management | Driving E2E Supply Chain Value | Lean Six Sigma
举报内容
During the kaizen event, ensure smooth facilitation by guiding the team through each agenda phase, keeping discussions focused on the objectives, and managing time effectively. Use interactive tools like whiteboards, sticky notes, or digital collaboration platforms to engage participants in brainstorming and problem-solving activities. Encourage open communication, collaboration, and the sharing of ideas while addressing any conflicts or roadblocks promptly. Monitor progress against the planned agenda, and adjust as needed to stay on track. Effective facilitation is key to maintaining momentum, ensuring active participation, and achieving the desired outcomes of the kaizen event.

已翻译

赞

5 Facilitate the kaizen event

The fifth step is to facilitate the kaizen event. As a facilitator, your role is to guide the team through the kaizen process, encourage participation and collaboration, monitor progress and performance, resolve conflicts and issues, and ensure quality and safety. You should also document the results and outcomes of the kaizen event, such as the current state and future state maps, the improvement ideas and actions, the metrics and indicators, and the lessons learned and best practices.

添加您的观点

Alexander Hilton

Jack of All Trades, Master of Scrum
举报内容
As a facilitator in a Kaizen event, the goal is to maintain neutrality. The solutions that come from the team or group should be owned by them. Adding recommendations as a facilitator can potentially derail the conversation and create a solution the group may not feel they control. The facilitator should go beyond encouraging participation, they should ensure all voices are heard.

已翻译

赞

6 Sustain the improvement

The sixth step is to sustain the improvement that you achieved with the kaizen event. This means that you should implement the changes and actions that you agreed on, monitor and measure the impact and benefits, celebrate and recognize the achievements and contributions, and continuously review and improve the process. You should also share the results and outcomes of the kaizen event with the stakeholders and other relevant parties, and seek their feedback and support for further improvement.

添加您的观点

7 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?

添加您的观点

Lean Processes

+ 关注

给文章评分

我们借助人工智能创建了此文章。您认为这篇文章怎么样？

很棒不太好

举报此文章

查看全部

How do you balance the scope and duration of a kaizen event with the available resources and constraints?

1

2

3

4

5

6

7

1 Define the problem and goal

2 Assess the resources and constraints

3 Choose the duration and format

4 Prepare the agenda and materials

5 Facilitate the kaizen event

6 Sustain the improvement

7 Here’s what else to consider

Lean Processes

给文章评分

感谢您的反馈

更多Lean Processes相关文章

更多相关阅读内容