From the course: Operational Excellence Work-Out and Kaizen Facilitator

When is Work-Out or Kaizen appropriate?

From the course: Operational Excellence Work-Out and Kaizen Facilitator

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When is Work-Out or Kaizen appropriate?

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- When should you employ a Work-Out or Kaizen event? To answer that question, let's start with when it is not appropriate. A Work-Out or Kaizen event is not appropriate when you need rigorous data analysis. It is also not appropriate when you don't know the causes of a problem and cannot determine them easily. In those cases, a DMAIC project is required. A Work-Out or Kaizen is best when quick, simple analysis and improvements can be achieved using simple tools that do not require any rigorous data analysis but can benefit greatly from the collective firsthand knowledge and experience of the right people. In other words, the information we need is already available. Attendees are selected intentionally for their knowledge of, experience with a problem, process, or improvement opportunity. These people include process owners, operators, SMEs or subject matter experts, as well as relevant suppliers and customers of the process, product, or service in question. Here are some examples where conducting a Work-Out or Kaizen event is a good choice. When you want to determine and translate the voice of the customer, or VOC, into critical to quality requirements, or CTQs. Map the current process using a value stream map or detailed swim lane process map followed by process and value-add analysis. Brainstorm potential causes of simple problems using a cause-effect diagram and five whys where the cause is obvious or easily determined using the collective experience and wisdom of the group. Of course, data analysis must be done after the event to validate the causes. In addition, Work-Outs and Kaizen events are commonly used to carry out improvements either as a standalone project or as part of the improve phase of a DMAIC project. For example, such events can be used to conduct a 5S event to organize tools and equipment in the workplace, reduce setup or changeover time to achieve smaller batches or one piece just in time workflow, develop standard work or standard operating procedures or SOPs to capitalize on best practices among operators or from earlier analysis. Kaizen, Work-Outs, or rapid improvement events are so useful, but only use it when the collective power and knowledge of the group can be harnessed to achieve the objectives quickly.

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