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1、KaizenEventsWorkshopClientTrainingWorkshopAugust2003CONFIDENTIALThisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganizationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduri
2、nganoralpresentation;itisnotacompleterecordofthediscussion.KAIZENEVENTSTRAININGObjectivesBackground&IntroductionConductingaKaizenEvent1KAIZENEVENTSTRAININGOBJECTIVESDefinekaizeneventsDiscussthegoalsofkaizeneventsIdentifythebenefitsofkaizeneventsDescribehowtoconductakaizeneventThissessi
3、onwill:2KAIZENEVENTSTRAININGObjectivesBackground&IntroductionWhatisakaizenevent?PhasesofkaizeneventsSampletimetableforakaizeneventPlan,do,check,actcycle(PDCA)TeamdescriptionsforakaizeneventConductingaKaizenEvent3StructuredapproachAggressiveobjectivesShorttimeperiodFull-timeteammembersh
4、ipWHATISAKAIZENEVENT?Kaizeneventsareastructuredmethodologytofocusimprovementactivity;theyhavethefollowingelements:AformalscheduleincludeskickoffandfinalpresentationtomanagementaswellasdailyteamleaderupdatesTheobjectivesaredefinedforafocusedareatoforcetheteamtostretchbeyondtheircomfortz
5、one(e.g.,25%productivitygain,50%spacereduction,30%inventoryreduction)Akaizeneventisplannedtolast3-4days,plustimetocompletefollow-upitems(30-dayplan)Teammembersarefulltimeforthedurationofthekaizenevent;theyarenotexpectedtoperformtheirnormaljobsduringtheevent4WHATISAKAIZENEVENT(CONTINUED
6、)“Kaizen”isaJapanesetermthatmeanssmall,incremental,continuousimprovement.Akaizenprogram,orcontinuous-improvementprogram,caninvolvemultipleapproachestoachieveimprovements,includingitsnamesake,thekaizenevent.TheseapproachessystematicallypushanorganizationtowardastateofLeanProduction.Akai
7、zeneventisarigidmethodologytofocusimprovementactivitiesbypromotingownership,incrementalchange,andproblem-solvingskills.Itrapidlyenergizesaselectgroupofemployees,typicallyattackingaspecificproblemwithinacompressedperiodoftime.Thespecificproblemstobetackledwithinakaizeneventarestrategi
