Top 5 Strategies for Mastering Virtual Kaizen with Remote Teams

The latest virtual Kaizen I facilitated included not only our virtual team but also global teams across different time zones. Anyone who has participated in a Kaizen knows how challenging a Kaizen week can be. I was fortunate to have a dedicated team with both the passion to get things done and the knowledge to back it up. However, there are best practices we applied throughout the Kaizen event that helped us achieve results.

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1) Pre-event Planning:

A good Kaizen event requires 4-8 weeks of preparation. During this time, the facilitator and the process owner create the Kaizen charter, agenda, SIPOC, and current state data analysis. The Kaizen charter should include:

????????????? ???????????? Problem statement

????????????? ???????????? Participants and roles

????????????? ???????????? Process start and end points

????????????? ???????????? In-scope and out-of-scope steps

????????????? ???????????? Objectives for the Kaizen

This stage is crucial for selecting the right participants, setting objectives, and defining process steps. Missing an important person or having an overly broad scope can jeopardize the entire Kaizen.

2) Technology Set-up:

There are several reliable platforms with video conferencing and collaboration tools. We used Teams and appreciated its breakout room feature. Since we couldn’t use a physical whiteboard, MIRO proved to be an excellent collaboration tool. Other options include Canvas from Box. Although we encountered some license-related glitches on the first day, the team’s flexibility helped us move forward.

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3) Engagement and Collaboration:

After the prep work, fostering engagement and collaboration is crucial. While in-person settings allow for easy collaboration through body language, virtual settings can be challenging. These tips help:

????????????? ???????????? Turn Your Camera On: This prevents multitasking and makes the interaction more personal.

????????????? ???????????? Small Groups: Teams of 2-3 members work more efficiently. Concerns during pain point identification and future state creation were addressed by sharing progress regularly. Teams could borrow experts from other groups when needed and used timers to stay on track. The breakout rooms in Teams provided uninterrupted time for teams, and one participant even joked about using Dr. Who music during transitions. A global team member who could only join until noon started earlier, which allowed him to read notes and add input before the event started.

????????????? ???????????? Make It Fun: We gave teams names, played ice-breaking games, took breaks, and regularly checked in with the team. While Kaizen week is tough, it doesn’t have to be miserable.

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4) Documentation and Follow-Up:

During Kaizen week, we use tools like the 7 Wastes, Impact-Effort Matrix, and 5 Whys. A crucial tool is the Daily Huddle process, where the team fills out sections on “Done Today,” “Tomorrow’s Tasks,” “Lessons Learned,” and “Concerns/Help Needed.” This process keeps us on track, helps report progress during daily leadership meetings, and addresses concerns promptly. The notes taken also aid in creating the report out at the event’s end and updating global team members.

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Keeping documentation in a safe and accessible location is important. We use a Box folder organized by a process framework: pre-work, main event, archive, report-out, and closure.

Tracking Kaizen newspaper (action) items (ideally less than 10 and to be completed within 30 days) in the Box and reviewing them during K+1 (one week after Kaizen) through K+4 meetings is essential. Parking lot items should also be captured; we used Smartsheet for our final list and kept the link in the Box.

Documenting pain points and solutions is crucial, as details are fresh during the event but fade over time.

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5) Continuous Improvement:

Lean is all about continuous improvement, including Kaizen events. Facilitators learn something new from each event. We send out an anonymous survey at the end of each event to understand what could be improved next time.

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Final thought: The Elisabeth Kübler-Ross change curve is real, and I make sure to show it at the beginning of the event during lean training. We experience a roller coaster of emotions throughout the event, but good pre-work helps us emerge stronger in the end.

In the spirit of continuous improvement, what tips do you have for successful virtual kaizens?

#VirtualKaizen #ContinuousImprovement #LeanManufacturing #ProcessImprovement #RemoteTeams #OperationalExcellence #KaizenEvent #LeanThinking #TeamCollaboration #ProductivityBoost #BusinessEfficiency #GlobalTeams #InnovationInAction #KaizenMindset #EfficiencyExpert

?Resources / References:

*https://www.aleanjourney.com/2011/09/advice-on-creating-kaizen-event-charter.html

**https://xinger.redditchjobcentre.co.uk/

About the Author: Ezgi Caliskan is a Lean Leader, Waste Buster and Bookworm. She is passionate about two worlds: Continuous Improvement and the captivating realm of books.

With nearly 20 years of experience in organizations like GE and Duke Energy, she had the privilege of collaborating with diverse organizations to drive operational excellence guided by the principles of lean thinking, continuous improvement, and fostering a culture of innovation.

Beyond the world of lean, she is an enthusiastic bookworm, averaging about 100+ books per year in diverse set of categories such as self-improvement, world classics, business and management. Ezgi shares her book reviews & insights with her followers regularly via Good Reads and LinkedIn.

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