Kaisen

1. Kaizen what is it and where can it be deployed?
Introduction
Having successfully deployed 5S (sort, set, shine, standardise and sustain) in the workplace
as the foundation for other Business Improvement Techniques (BIT), Kaizen can be
introduced in to organizations to reduce ‘waste’ and build on the efficiencies generated by
5S. Kaizen goes hand in hand with 5S, deploying these tools sequentially and in some cases
in parallel will maximise the benefits of both to the company and employees.
The methodology behind a successful deployment of Kaizen is to hit it hard and fast then
consolidate on the gains made. However, some organizations are reluctant to utilize this
type of Kaizen Blitz event because such events take a team of employees away from their
regular roles for a few days at a time. Companies often choose to initiate events with
projects assigned to one or two individuals. As a result of this lack of perceived importance
and a reduced number of personnel participating very rarely does this result in true
improvement. In fact, it often results in organizations claiming that lean does not work for
them. When this occurs it is crucial that a business realize the effects of a properly planned
and executed event will pay for the perceived "lost time" of the participants many times
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2. over. In fact, their "real jobs" will become easier because they will include less "firefighting"
and more productive activities since events will address many of the day-to-day problems
with permanent solutions instead of sticking plasters.
As with the 5S program it is critical that managerial and supervisory support is provided and
if possible participation in lean events by personnel from supervisory levels take place so
that the workforce can see for themselves the company is serious in deploying lean
manufacturing tools.
What is it?
Kaizen is a systematic approach to ridding an organising of waste in the workplace. It is
effective whether it is deployed in an industrial or clerical environment and is equally
beneficial to both. Kaizen goes hand in hand with 5S(subject of another paper); it is the
second stage of setting up the most effective process that permits the workplace to operate
more effectively and efficiently.
Kaizen Wastes
As part of the Kaizen process when ‘Wastes’ are identified all of which detract from the
bottom line, reducing efficiency and profitability that could otherwise be used to generate
further income. The accepted 7 Kaizen wastes are:
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 Transportation - only move things when you need to
 Operator motion – plant set up poor
 Inappropriate production – stockpiling
 Defects / poor quality
 Waiting – for parts, manpower, outside organisations
 Inventory – too much stock on the books
 Over processing – doing more than what was required. Two more are readily
identified nowadays and these are;
 Human resources – not utilising the skills at hand with existing employees.
 Energy – with costs escalating it is essential to get control of this commodity.
All the above represent resources within the business that have been ignored and even
worse wasted. As far as the kaizen and 5S modules are concerned there will Inevitability be
some natural wastage but through the right recycling processes an income can be generated
from this also.
How can it help the employer?
Kaizen helps an Employer to get control over the wastes being generated within a business
and is inherently present in most companies. Ridding a company of the ‘wastes’ is critical to
the bottom line ensuring that profitability is maximised. This, in turn, allows the improved

3. turnover and profitability to attract more investment into the business.
How can it help the employee?
To maximise the effectiveness of Kaizen deployment it is critical that employees understand
and supports its introduction into their work place. From this aspect it can sometimes be
seen as a threat to jobs, whereas in reality it is more usually the opposite, as improving
efficiency on the shop floor permits the reallocation of resources or introduction of new
work from diversification. It is up to both management and the training provider to afford
the necessary assurance to employees that efficiencies do not necessarily mean
redundancies.
What is involved in delivering Kaizen in the workplace?
Delivering Kaizen effectively requires the whole workforce or, at a bare minimum, a
significant cross section of employees seeded with key personnel from the supervisory level
within a company. This is necessary to maximise the benefit of the module across the whole
company. To be effective, sufficient personnel need to be trained in the methods employed
by Kaizen so that the wastes being generated within the business are identified and
eliminated in the shortest possible time.
An example of successful deployment of Kaizen (shop floor layout saving time – one
Kaizen waste)
Before:
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Spray Booth
Drying Area
Trailer Bed Welding
Area
Assembly Area
The indirect
relationship
(dotted line)
has pulled
the assembly
area closer to
the spray
booth and
blocked the
access to the
welding area.

4. 4
After
Without the
indirect
relationship,
the designer is
able to create
simple
effective
workflows
without
congesting the
area.
Spray Booth
Drying Area Assembl y Area
Trailer Bed Weldin g
Area
As can be seen here, the deployment of Kaizen permitted an area full of confusion and
waste to be used in a far more efficient and productive way. This is only a simplistic
example, for more complex situations the workforce are a company’s best resource because
their ideas will generate the best solution(s) to the problem. Here the method has been
adapted and used in a trailer manufacturer. This indicates that Kaizen like 5S is adaptable
and can be developed and used across many and varied industrial disciplines.
What resources are required?
Timetables for the delivery of the training and scheduling the release of personnel need to
be finalised to minimise the effect of the package as far as practicable on the business. Its
effectiveness will soon make itself felt, employees will talk about it and comment on the
pros and cons of how they see the training going. Supervisory staff need to be made aware
of this and provide the necessary support and encouragement when necessary.
Initially, it will be a requirement to allocate time in the form of man-hours to the training of
personnel. The most effective way to do this is to assign employees into classes of 5 or 6
personnel (maximum 8) to receive training. However, this is repaid in the form of project
work within the module that initiates the Kaizen programme within the business.
Subsidiary resources are necessary but these do not amount to a large investment. A
classroom / office space with seating and desk space for students along with projection
facilities such as an overhead projector or TV. A number of businesses sometimes allocate a
meeting room or indeed, on occasion, a boardroom. With the addition of pens, paper and
folders that is generally all the resources necessary for the delivery of Kaizen.
The only additional resource would depend on the scope of the projects identified by the
companies for initiating the module within the business. This can vary from tins of paint to
rewiring and installing new plant. While the kaizen activity is underway then temporary

5. floor space will be needed to help in the redistribution of materials.
How to deliver the necessary tools
When delivering any lean modules in to a business there are a number of golden rules that
need to be applied. If these are not followed then there is a risk of alienating some
employees.
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 Business improvement Techniques (BIT) and Kaizen in particular at level 2 does
not require a student to have an academic background, only an understanding of basic
numeracy and literacy. This means care must be taken by the trainer to measure his
/ her delivery to accommodate all level of students, not to do this could effectively put
them off the training process. In some circumstances candidates may have real reading
and writing difficulties but perform excellently in the work place. It is up to the trainer to
watch out for such circumstances and deliver and assist the student(s) accordingly.
 Engage students from the outset; use their ideas and knowledge of the business
to adapt the bare course material to their workplace. Essentially creating a bespoke
module that they will not only understand and relate to, but also be prepared to try. Get
the courses to take ownership of the process.
 Communicate clearly and concisely ensuring course material links directly with
their experiences and their working environment.
 Students must see for themselves that management and supervisory staff have
also bought in to the programme and are indeed taking an active part and interest in
what they are doing. Without this aspect employees will question why they are doing
the training and ask what benefit, if any, they will get from the instruction.
 Training resources used by tutors must be up to date, easily understood and
delivered at the appropriate level for the students engaged in the Kaizen programme.
Conclusion
Essentially the delivery of BIT Kaizen is a cooperative contract between the employer,
employee and the training provider. Without the necessary cooperation the process will
struggle or even fail. With company support and enthusiasm to deploy the process success
will follow and the workforce will become skilled ‘trained eyes’ in spotting inefficiencies and
waste in the business. This can only be seen as a win win situation for both the employer
and employee alike as inefficiencies are eradicated.
Kaizen is part of the Continuous Improvement Techniques unit in the NVQ Diploma in
Business Improvement