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Kaizen Event: Small Steps That Transform Workplaces

A Kaizen event is a short, focused activity where a team works together to improve a process or work area. Think of it as a mini-improvement mission compared to bigger programs like Lean or Six Sigma. Instead of waiting months to solve a problem, the team acts immediately.

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CITOOLKIT CITOOLKIT CITOOLKIT Kaizen Kaizen: Good Change Every Day
citoolkit.com citoolkit.com citoolkit.com Lean Tools and Techniques 5S Autonomation RCA Safety & Buffer stock Quick changeover Continuous flow Demand Management Throughput time Layout management Process Chart Kanban 8 wastes Line balancing Load leveling Level scheduling NVA analysis Process efficiency Product family Value Stream Mapping Simplification SMED Spaghetti chart Single piece flow Standard work Takt time analysis Supermarkets Waste walk Kaizen event Work cell design Ergonomics Hoshin Karni Policy deployment Theory of constraints Gemba walk Visual Management Mistake proofing Time value map Bottleneck Analysis 5 Whys Ishikawa Analysis Flow Process Chart A3 Thinking Product Family Matrix FMEA QFD Yamazumi chart Opportunity process map Kamishibai board TPM JIT FIFO Kaizen 2
citoolkit.com citoolkit.com citoolkit.com What is Kaizen Kaizen is a Japanese idea that means making small, steady improvements every day. Instead of waiting for big changes, Kaizen focuses on fixing little things that add up to big results over time. Kaizen 3
citoolkit.com citoolkit.com citoolkit.com What is Kaizen This Lean method works step by step and can be applied to any process in business, school, or even daily life. Kaizen 4 LEAN At its heart, Kaizen is about creating a culture where improvement never stops. The main goal is to keep raising standards in a simple and practical way.
citoolkit.com citoolkit.com citoolkit.com Origin Kaizen began in Japan after World War II, when Japanese companies learned new ideas from American experts about quality and efficiency. Kaizen 5 What started as a shop floor practice in factories soon spread to other industries like healthcare, education and services. Toyota played a huge role in shaping Kaizen by involving employees in solving problems and improving work daily. 1950s Toyota 1980s Western Adoption By the 1980s and 1990s, Western companies also adopted it as part of lean manufacturing. Today Global Spread Today, Kaizen is used worldwide as a trusted way to improve processes and performance.
citoolkit.com citoolkit.com citoolkit.com The Term Kaizen The word “Kaizen” comes from two Japanese words: • “Kai” meaning change • “Zen” meaning good or better Kaizen 6 Kaizen literally means “Change for the Better"
citoolkit.com citoolkit.com citoolkit.com More Than a Method Kaizen 7 KAIZEN Philosophy Structured Process Technique Continuous Improvement Approach Lean Principle Methodology Strategy Mindset Culture
citoolkit.com citoolkit.com citoolkit.com More Than a Method Kaizen 8 Based on the philosophy that everything can be improved. A mindset of accepting that change is constant and improvement never stops. Incremental changes add up to substantial changes over the longer term, without the need for radical innovation.
citoolkit.com citoolkit.com citoolkit.com More Than a Method Kaizen is not only about work but also about creating a disciplined and positive mindset of always looking for ways to get better. Kaizen 9 KAIZEN Everywhere Every Day Everyone Kaizen is about improvement every day, everywhere, and by everyone.
citoolkit.com citoolkit.com citoolkit.com Kaizen Key Principles Kaizen is built on simple but powerful principles and has a set of guiding concepts that support its success. Kaizen 10 Kaizen does not need a lot of money but instead utilizes creativity and teamwork. Data-Based Decisions Decisions are based on data and measurable results, not just guesses. Small Improvement It focuses on making many small steady improvements instead of huge radical changes. Daily Effort Improvements should happen daily and involve every department in the company. Customer Focus The customer is at the center of all Kaizen efforts & every change should make things better for them.
citoolkit.com citoolkit.com citoolkit.com Kaizen Example Let’s say that a janitor is sweeping the entrance to a company daily, and this takes a long time. Kaizen can be implemented by closing the voids under the entrance doors which prevents dirt and dust to get in. This small change in the doors will cumulatively reduce the time needed to sweep the entrance, thus reduce wasted time. Kaizen 11 Any small change that leads to lasting improvement in performance, efficiency, or quality is considered Kaizen.
citoolkit.com citoolkit.com citoolkit.com Other Examples Kaizen 12 Installing small mirrors at busy intersections inside the factory so employees and forklifts can see around corners, improving safety. “ Adding color-coded labels to shared tools so items can be quickly identified and returned to their proper place, reducing search time. “ Printing employee names on both sides of company ID badges so they remain visible even when flipped, improving visibility and communication. “
citoolkit.com citoolkit.com citoolkit.com Other Guiding Principles Kaizen 13 Delivering the right product or service at the right time Focusing on the whole value stream from start to finish Encouraging employees to share suggestions Treating people as the most valuable resource Separating man and machine activities Applying CI tools and techniques to drive continuous improvement Letting go of old habits and outdated practices Striving for improvement, there is an area for improvement everywhere Kaizen has a set of guiding concepts that support its success.
citoolkit.com citoolkit.com citoolkit.com Kaizen Enablers These enablers support the effective implementation of key and guiding principles in daily kaizen activities. Eliminate waste Enables efficiency and supports small improvements. Simplify processes Helps make problems visible and easier to improve. Establish standard work Foundational for sustaining improvements and detecting deviations. Generalize best practices Spreads improvement across teams and prevents repeated mistakes. Kaizen 14
citoolkit.com citoolkit.com citoolkit.com Kaizen Enablers Kaizen 15 Employee Suggestion Boxes Provide an easy, accessible way for employees at all levels to submit improvement ideas, problems, and highlight inefficiencies in their daily work Idea Logs Ready-to-use sheets that allow employees to quickly record improvement ideas as soon as they arise, ensuring that no valuable thought is forgotten Both employee suggestion boxes and idea logs are fundamental tools for sustaining and expanding the Kaizen culture.
citoolkit.com citoolkit.com citoolkit.com Uses Kaizen is very flexible and can be applied in many ways. Companies use Kaizen to eliminate waste, standardize processes, improve safety, improve quality of products and services, improve customer satisfaction, job satisfaction, and teamwork. It is also useful for speeding up delivery times and solving problems faster. Quality Safety Speed / Delivery Cost Satisfaction Waste Reduction Kaizen 16
citoolkit.com citoolkit.com citoolkit.com Uses - Waste Reduction Kaizen aims to and eliminate waste while improving process quality through small, consistent steps. Any small change that leads in the long- term waste reduction is considered Kaizen. Consider the Eight Wastes. Kaizen 17 WAITING TRANSPORTATION INVENTORY OVERPRODUCTION EXTRA-PROCESSING DEFECTS MOTION UNUSED TALENT
citoolkit.com citoolkit.com citoolkit.com Purpose and Necessity of Kaizen The strategic intent of a Kaizen program should be clear to all involved (stabilize, standardize, and optimize). Kaizen 18 Kaizen can be used to optimize an already standard operation. Kaizen can also be used strategically to gain stabilization and standardization. Stabilize Standardize Optimize A Kaizen program aggregates these efforts
citoolkit.com citoolkit.com citoolkit.com Typical Deployment This grouping of tools is not meant to be prescriptive but rather to show an example of how the tools could be used. Kaizen 19 Stabilize Standardize Optimize The sequence in which tools are rolled out to an organization is based on the organizations starting point or current pressing needs. • 6-sigma statistical tools • Level scheduling • Pull systems • Takt time • Cell design • Continuous flow • Line balance • Man/machine separation • Line stop and call • Poka-yoke • 5S • Visual management • OEE • TPM • Quick changeover • Problem solving
citoolkit.com citoolkit.com citoolkit.com Common Tools Use any appropriate quality tools from your toolbox as long as they can be effectively used within the available time. Check Sheet Statistical Process Control Pareto Analysis Cause & Effect Diagram Correlation Analysis Process Capability Studies Statistical Methods Gauge R&R Graphical Analysis Methods FMEA Mistake Proofing Process Mapping Kaizen 20
citoolkit.com citoolkit.com citoolkit.com Benefits Kaizen 21 Creates workplaces that are efficient, creative, and human- centered 05 Saves money and supports long-term sustainability 06 Improves safety, workplace organization and housekeeping 04 Solves problems at their source 02 Maintains and improves standards 03 Eliminates waste and simplify processes 01 Departments work together, breaking down walls and building teamwork 02 Changes are visible immediately, which excites both employees and management 03 Results are fast. You can achieve in a week what might normally take months 01 Kaizen provides a range of cultural and financial improvements that benefit the customers, employees and company.
citoolkit.com citoolkit.com citoolkit.com People are at the Heart of Kaizen Successful Kaizen is not only about fixing processes but also about valuing and nurturing people. Kaizen provides employees with opportunities to develop new problem- solving skills they can apply repeatedly. Kaizen 22 Employees at all levels are encouraged to share ideas and take part in continuous improvement. When people feel trusted and involved, they bring new energy and creativity that push the company forward.
citoolkit.com citoolkit.com citoolkit.com Cultural Change Kaizen empowers workers by letting them find problems, suggest solutions, and make improvements themselves. Kaizen 23 When teams meet aggressive goals, they feel proud and accomplished. Other employees often want to join in once they see the results. This builds confidence and spreads a culture of teamwork and ownership.
citoolkit.com citoolkit.com citoolkit.com Management Support For Kaizen to work, leaders must believe in it and show commitment. They should . . . Everyone, from the CEO to frontline staff, can play a role. Encourage teams Remove barriers Provide the right environment for change Leaders who actively participate set the example and inspire others to join in. They ensure that Kaizen is not just a short-term idea but a long-term culture in the organization. Kaizen 24
citoolkit.com citoolkit.com citoolkit.com Benefits Related to People Kaizen 25 Kaizen develops people: • Teaches important skills (such as problem-solving, project management, Lean techniques). • Provides the opportunity to teach others after each improvement. 02 Kaizen creates a new mindset: • Activities are viewed in a new light: • Is the activity necessary? • Is there a better way? • Status quo is no longer accepted. 03 Kaizen gets everyone involved: • Operators know their job best. Tapping their knowledge generates breakthrough ideas. • Employees own the improvements once they’ve been involved. • Teamwork is a natural by- product. 01
citoolkit.com citoolkit.com citoolkit.com Kaizen often follows a structured approach to improvement, including the PDCA cycle or the DMAIC framework. Approach and Tools Kaizen 26 DMAIC D M A I C PDCA P D A C To do this effectively, team members typically require training to understand the eight wastes, value streams, and other key Lean concepts.
citoolkit.com citoolkit.com citoolkit.com Approach and Tools Kaizen can also be focused on a Gemba-based approach or regular structured events. Regular Events Working through workshops to solve specific problems in just a few days Gemba Walks Spending time at the actual workplace observing processes and finding solutions Kaizen 27
citoolkit.com citoolkit.com citoolkit.com Small Steps, Big Improvements Improvement doesn’t have to be big or complicated, it can start with small, simple steps. Many changes are easy “low-hanging fruit” that can be achieved through Kaizen efforts and quick wins. It’s about using common sense and teamwork rather than costly solutions. Kaizen 28
CITOOLKIT CITOOLKIT CITOOLKIT Kaizen Event Small Steps That Transform Workplaces
citoolkit.com citoolkit.com citoolkit.com What is a Kaizen Event? A Kaizen event is a short, focused activity where a team works together to improve a process or work area. Kaizen Event 30 Think of it as a mini-improvement mission compared to bigger programs like Lean or Six Sigma.
citoolkit.com citoolkit.com citoolkit.com Key Elements Kaizen Event 31 Short time period A kaizen event is planned to last 3-5 days, plus time to complete follow-up items (within 30-day). Structured approach A formal schedule includes kickoff and final presentation to management as well as daily updates. Full-time team membership Team members participate full time in the Kaizen event and should pause their regular work responsibilities for its duration. Aggressive objectives Kaizen events aim for aggressive goals, focusing on a specific process or area to push the team beyond their comfort zone and drive rapid, meaningful improvement.
citoolkit.com citoolkit.com citoolkit.com What is a Kaizen Event? During a Kaizen event, the team works together to: Kaizen Event 32 Observe the process Collect data root causes waste and non-value- added activities Test and implement improvements Brainstorm solutions Document standard work Present results Even a small Kaizen event can have a huge impact on how a process works and on the people involved.
citoolkit.com citoolkit.com citoolkit.com Kaizen Event Duration Instead of waiting months to solve a problem, the team acts immediately. Usually short, lasting 3–5 days. For regular problems Some could take only 1–2 days. For smaller problems Kaizen Event 33 Improvements are made during or right after the event, not months later.
citoolkit.com citoolkit.com citoolkit.com Focused Team The idea is to bring together a focused team, almost like a special mission team to tackle a challenge quickly. Kaizen Event 34 It’s a bit like doing a weekend home renovation project so that everyone joins in, works hard, and by the end, you see real change
citoolkit.com citoolkit.com citoolkit.com Where Can It Be Used? Kaizen events aren’t just for factories. They can improve healthcare, logistics, warehouse operations, construction sites, and even offices. Kaizen Event 35 Teams can use them to cut waste, reduce cycle times, improve safety, shorten waiting times, improve customer service, and organize workplaces using 5S.
citoolkit.com citoolkit.com citoolkit.com Real-Life Examples Kaizen Event 36 Manufacturing A factory team noticed frequent accidents in a work area. During a Kaizen event, they redesigned the layout, added clearer safety signs, and trained staff. Healthcare A hospital had long patient waiting times. A Kaizen team mapped the patient journey, removed unnecessary steps, and introduced a new check-in process.
citoolkit.com citoolkit.com citoolkit.com When to Use Kaizen Events Kaizen works best when . . . Kaizen Event 37 The problem is clear and well-defined The problem is not too big There is an urgent need to solve a problem Fast results are needed Team creativity is needed The right people are available The problem causes delays, waste, or poor quality Kaizen events are especially powerful in the early stages of Lean deployment, as they create quick wins and inspire employees to actively participate in solving problems and driving positive change.
citoolkit.com citoolkit.com citoolkit.com Types of Kaizen Events There are different types of Kaizen events. Kaizen Event 38 Flow Kaizen Events Focus on improving the entire value stream, and how materials, information, or services move from start to finish. Line Kaizen Events Improve a full production or service line, which include several connected processes working together. Point Kaizen Events Target a specific issue or small area, usually where waste or inefficiency is most visible. System Kaizen Events Improve company- wide systems, policies, or management practices. Point Kaizen Flow Kaizen
citoolkit.com citoolkit.com citoolkit.com Examples of Each Type Kaizen Event 39 Each type plays an important role in helping companies make continuous improvements, ranging from small fixes in a single area to large-scale changes that enhance entire systems and create lasting positive impact. Line Kaizen Events Streamlining all steps in a car assembly lineor hospital admission flow. Point Kaizen Events Rearranging tools at a workstation to reduce motion waste. System Kaizen Events Redesigning the company’s quality management system or reporting structure. Flow Kaizen Events Reducing total lead time from customer order to delivery.
citoolkit.com citoolkit.com citoolkit.com Point Kaizen Event Kaizen Event 40 Point Kaizen focuses on a small, clearly defined area or process. It’s about fixing visible inefficiencies like disorganization, clutter, or wasted movement. These improvements are local but powerful, setting the foundation for broader improvements later (like Flow or System Kaizen).
citoolkit.com citoolkit.com citoolkit.com Point Kaizen Event 5S and other workplace organization practices are usually applied to one section at a time, such as a workshop, warehouse zone, or office area. For example, a team runs a 3-day 5S Kaizen event to organize tools, label storage areas, and clean workstations in one part of the workshop. Kaizen Event 41
citoolkit.com citoolkit.com citoolkit.com Other Classification Work Kaizen vs. Machine Kaizen Start by improving manual work before moving to machine improvements. Machine Kaizen • Focuses on the total machine work elements. • Cannot be immediately controlled by supervisors and employees. • Often require large capital investments. Manual Work Kaizen • Focuses on the total manual work elements. • Can be immediately controlled by supervisors and employees. • Do not require large capital investments. Kaizen Event 42
citoolkit.com citoolkit.com citoolkit.com Participation A Kaizen event brings people together from different parts of a company to focus fully on one problem. Team members are chosen in advance and set aside their normal jobs during the event. They should be treated as if they are on vacation from their regular responsibilities.
citoolkit.com citoolkit.com citoolkit.com A Typical Team Includes . . . Team leader: Keeps the team moving toward the goal. Facilitator: Guides the process and manages logistics. Team members: Usually 4–7 cross-functional people who understand the process. Other team members may also join the event to support and help implement the improvements, such as sponsors, process owners, and those who originally suggested the ideas. Kaizen Event 44
citoolkit.com citoolkit.com citoolkit.com A Typical Team Includes . . . This company aims to conducts multiple kaizen events every week throughout the year. Team members should be selected in advance and notified of where and when to meet. TEAM LEADER TIMEKEEPER FACILITATOR NOTETAKER MAINTAINER Kaizen Event 45
citoolkit.com citoolkit.com citoolkit.com The Facilitator The facilitator should have solid experience in Kaizen or continuous improvement to effectively guide the event. Persuasive leader Good communicator Lean experienced Energetic Strong problem-solving skills Adaptable and flexible Traits of a Good Kaizen Facilitator Kaizen Event 46
citoolkit.com citoolkit.com citoolkit.com Team Leader and Members • Different team members should be selected for each event. • One member should be selected to take the role as team leader and owns the kaizen event. In a manufacturing environment, the team could include one operator, one supervisor, and one maintainer from the area, preferably representing both day and night shifts. Three team members working on the process Process owner Idea originator A management representative / sponsor Typical Team Makeup Kaizen Event 47
citoolkit.com citoolkit.com citoolkit.com Participation Description and Roles Kaizen Event 48 Team Leader 1. Support the event with enthusiasm 2. Ensure objectives, scope, and criteria are met 3. Ensures Lean principles are applied 4. Keep the team focused and aligned with goals 5. Document activities, progress, results, and lessons 6. Lead team presentations 7. Communicate progress and results to management 8. Track event follow-up actions Facilitator 1. Plan and coordinate event logistics and training 2. Ensure team members are selected in advance 3. Coordinate daily activities and update the to-do list 4. Guide the team through Lean tools, problem solving, and process improvement 5. Ensure all team members are engaged and contributing 6. Lead the decision-making process using data and facts 7. Support rollout, standardization, and measurement of improvements Team Members 1. Participate full-time throughout the event 2. Contribute knowledge of the process 3. Share improvement ideas 4. Support implementation, data collection, and trials 5. Take ownership of assigned actions and follow-up tasks 6. Promote improvements within their areas 7. Sustain new standards within their areas Management 1. Kick off the Kaizen program 2. Provide leadership, resources, and direction for Kaizen activities 3. Encourage and empower teams to take ownership of improvements 4. Remove barriers and ensure a supportive environment for change 5. Promote Kaizen as a long- term organizational culture, not a short-term event
citoolkit.com citoolkit.com citoolkit.com Selecting the Problem A typical Kaizen event begins with selecting the right problem, one that is significant to the business and can create real impact. The chosen problem should be small yet capable of generating meaningful improvements. Avoid problems that require major capital investment. Kaizen Event 49 Core Process? Clear Problem? Small Problem? Big Impact? The focus should be placed on core processes rather than support or administrative tasks.
citoolkit.com citoolkit.com citoolkit.com Selecting the Problem Main Points: Select a specific business process that directly affects value, waste, or risk. Focus on strategic and core processes that support overall transformation goals. Choose practical operating problems rather than management or policy issues. Consider potential benefits in cost, quality, productivity, and delivery. Start with a manageable, high-success area that can show visible and quick improvement to build momentum. Kaizen Event 50
citoolkit.com citoolkit.com citoolkit.com Running a Kaizen Event Here are the main steps to run a Kaizen event: 1. Choose a problem, gather data, and get management support. 2. Select the right team and secure a dedicated workspace. 3. Kick-off, explain the problem, provide clarifications and set clear goals. 4. Visit the actual workplace and study the process. 5. Map the current process and find where problems happen. 7. Brainstorm improvement ideas and evaluate options based on impact and feasibility. 8. Plan and implement improvements during the event as possible and assign follow-up tasks. 9. Confirm the results and plan how to keep the improvements sustainable. 6. Analyze root causes. 10. Report event and present findings and results. Kaizen Event 51
citoolkit.com citoolkit.com citoolkit.com Running a Kaizen Event For clarity and ease of application, Kaizen activities can also be implemented through the following five key steps: 1- Choose a problem, gather data, and get management support 2- Select the right team and secure a dedicated workspace 3- Kick-off, explain the problem, provide clarifications and set clear goals 4- Visit the actual workplace and study the process 5- Map the current process and find where problems happen 7- Brainstorm improvement ideas and evaluate options based on impact and feasibility 8- Plan and implement improvements during the event as possible and assign follow- up tasks 9- Confirm the results and plan how to keep the improvements sustainable 6- Analyze root causes 10- Report event and present findings and results 1- kaizen purpose 3- Generate alternative ideas 4- Plan and implement improvements 5- Confirm the results 2- Analyze the current situation Kaizen Event 52 KEY STEPS
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 53 Running a Kaizen Event Choose a problem, gather data, and get management support • opportunities by questioning current processes and studying KPIs. • Gather ideas from supervisors, associates, and managers facing challenges. • Select a problem based on data, impact, and relevance to performance goals. • Set clear goals for improvement and expected outcomes. • Gain management support to secure resources and commitment for change. A KEY STEP
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 54 Running a Kaizen Event Select the right team and secure a dedicated workspace • Select the team with a mix of operators, supervisors, and support staff. • Announce the event and communicate its purpose to all involved. • Secure a dedicated workspace for team meetings and daily reviews. • Hold a pre-event briefing led by the facilitator to review event objectives. • Prepare a short presentation pack to provide context and keep the team focused during the event.
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 55 Running a Kaizen Event Kick-off, explain the problem, provide clarifications and set clear goals • Present the objectives and introduce the team, clarifying each member’s role. • Walk through the work area to review the problem and current conditions. • Explain what to expect during the event and establish team ground rules. • Have management give motivational remarks to reinforce commitment. • It’s recommended to have an experienced consultant lead the initial Kaizen events.
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 56 Running a Kaizen Event Visit the actual workplace and study the process • Go to the actual workplace (Gemba) to see the process firsthand. • Observe operations without interrupting the workflow and measure key metrics. • Study each step to understand how the process really works. • Ask operators for feedback on challenges and improvement ideas. • Record observations and data for later analysis and discussion.
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 57 Running a Kaizen Event Map the current process and find where problems happen • Map the current-state process from start to finish. • all steps and dependencies within the workflow. • Question each step’s purpose to determine if it adds value. • Highlight problem areas where delays, errors, or rework occur. • Mark waste and non–value-added activities for later elimination.
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 58 Running a Kaizen Event Analyze root causes • Break down tasks through work element analysis. • Use root cause tools such as the 5 Whys and Fishbone Diagram. • Study process and flow data to where issues arise. • Perform time analysis to find delays or inefficiencies. • true root causes behind the problems, not just symptoms. A KEY STEP
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 59 Running a Kaizen Event Brainstorm improvement ideas and evaluate options based on impact and feasibility • Brainstorming improvement ideas and encourage open discussion. • Evaluate each idea for impact, feasibility, and alignment with objectives. • Select the most promising improvement ideas using decision-making techniques. • Develop a future-state process map showing how improvements will work. A KEY STEP
citoolkit.com citoolkit.com citoolkit.com Running a Kaizen Event Plan and implement improvements during the event as possible and assign follow-up tasks • Create a detailed plan outlining actions, responsibilities, and timelines. • Assign one owner per action and any risks or barriers to address. • Brief all affected departments on what, how and why changes are made. • Implement improvements (layout changes, flow adjustments and waste elimination. • Monitor progress daily and update management requesting support when needed. A KEY STEP Kaizen Event 60
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 61 Running a Kaizen Event Confirm the results and plan how to keep the improvements sustainable • Confirm and measure results by comparing before-and-after performance data. • Present outcomes to management and walk them through the improved area. • Standardize improvements by documenting and training employees on new SOPs. • Implement visual management to monitor performance and sustain improvements. • Hold follow-up meetings to track outstanding actions and address any gaps. A KEY STEP
citoolkit.com citoolkit.com citoolkit.com Kaizen Event 62 Running a Kaizen Event Report event and present findings and results • Prepare a final Kaizen event report summarizing outcomes and key learnings. • Present findings, results and open action items with assigned owners & due dates. • Share success stories and lessons learned across other teams or departments. • Document actions needed to sustain improvements and ensure accountability. • Reinforce the mindset of continuous improvement — Kaizen is never finished.
citoolkit.com citoolkit.com citoolkit.com Workshops The meeting part of a Kaizen event where the team meets several times to carry out Kaizen activities. Workshops are typically conducted during the following steps of a Kaizen event . . . Kaizen Event 63 1- Choose a problem, gather data, and get management support 2- Select the right team and secure a dedicated workspace 3- Kick-off, explain the problem, provide clarifications and set clear goals 4- Visit the actual workplace and study the process 5- Map the current process and find where problems happen 7- Brainstorm improvement ideas and evaluate options based on impact and feasibility 8- Plan and implement improvements during the event as possible and assign follow- up tasks 9- Confirm the results and plan how to keep the improvements sustainable 6- Analyze root causes 10- Report event and present findings and results
citoolkit.com citoolkit.com citoolkit.com The Continuous Kaizen Cycle If the focus is on a single area and a single process, a Kaizen event can follow the same path with a repeatable cycle of Analyze, Brainstorm, and Implement. 1- Choose a problem, gather data, and get management support 2- Select the right team and secure a dedicated workspace 3- Kick-off, explain the problem, provide clarifications and set clear goals 4- Visit the actual workplace and study the process 5- Map the current process and find where problems happen 9- Confirm the results and plan how to keep the improvements sustainable 10- Report event and present findings and results Analysis Brainstorming Implementation Kaizen Event 64
citoolkit.com citoolkit.com citoolkit.com Tools and Templates Many tools and templates are available to support Kaizen events and help turn Kaizen from an idea into real action. These tools ensure that ideas are captured, progress is tracked, and improvements are measured. Kaizen Event 65 Kaizen Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form PRE-KAIZEN EVENT Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart DURING KAIZEN EVENT Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report POST KAIZEN EVENT Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Tools and Templates Kaizen Event 66 Kaizen Agenda Used to detail the timeline and activity schedule for the Kaizen event Kaizen Event Charter Used to outline the scope, goals, team members, timeline, and success criteria for the event Kaizen Event Preparation Checklist Used to track readiness before the event, including logistics, data, tools, and team availability Kaizen Proposal Form Used to submit improvement ideas in a structured format, often including current condition, proposed solution, and expected benefits Kaizen Activity Sheet Used to captures what improvement activities were performed, when they occurred, how long they took, and what was learned Kaizen Newspaper Used during and after Kaizen events to ensure all identified actions are tracked and completed Kaizen Board Used to track problems, ideas, actions, and improvements in real time Kaizen Progress Chart Used to track and visualize overall progress of a Kaizen event against the planned schedule and milestones Kaizen Report Used to summarizes the Kaizen event, what was done, key changes made, and metrics impacted Post-Implementation Review Used to evaluate the overall success of the event through regular reviews, what worked well, what didn’t and set actions for areas need further improvement Kaizen Event Benefit Matrix Used to evaluate the benefits achieved from a Kaizen event across various performance areas such as safety, quality, delivery, cost, and morale Kaizen Follow-Up Sheet Used to track follow-up actions after a Kaizen event. It lists the follow-up actions, responsible persons, target dates, and progress status
citoolkit.com citoolkit.com citoolkit.com Where to Use Tools and Templates? Kaizen Event 67 Suitable for Kaizen? Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Proposal Form Kaizen Agenda Kaizen Board Kaizen Activity Sheet Kaizen Newspaper Kaizen Progress Chart Kaizen Event Benefit Matrix Kaizen Report START END No Yes Kaizen Post- Implementation Review Kaizen Follow- Up Sheet Other Useful Tools & Templates: • A3 Problem Solving Template • Gemba Walk Checklist • Process Chart Table • Cycle Time / Takt Time Chart • Work Combination Table • Work Balance Chart (Yamazumi) • Capacity Worksheet • Idea Evaluation Matrix • Standardized Work Sheet
citoolkit.com citoolkit.com citoolkit.com Kaizen Proposal Form Key Attributes of a Kaizen Proposal Form . . . Kaizen Event 68 KAIZEN PROPOSAL FORM Expected Benefits / Estimated Savings Problem Description Proposed Solution / Idea Title Proposed By Area/Department Date Submitted Suggested Team / Resources Reviewed By Decision Comments + SUPPORTING DOCS Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Kaizen Event Charter Key Attributes of a Kaizen Event Charter . . . Kaizen Event 69 KAIZEN EVENT CHARTER Event Title Area/Department Event Date / Duration Daily Milestones Day 1 Day 2 Day 3 Day 4 Day 5 Signatures Problem Statement Goal Statement Expected Benefits Scope / Assumptions Key Metrics Team Composition Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Kaizen Event Preparation Checklist Plant: Area: Process: Facilitator: Event date: Date: Logistics and Resources ❑ A dedicated meeting room is reserved and available for the entire duration of the event. ❑ All required tools and equipment are ready (e.g., video camera, stopwatch, flipcharts, markers, notepads). ❑ Event schedule is clearly communicated to all participants. ❑ The event aligns with the production schedule and avoids conflicts with extraordinary activities or shutdowns. Team Participation ❑ At least four team members are assigned full-time for the event. ❑ Team composition includes a balanced mix of skills and experience. ❑ Vendors, suppliers, and other relevant plant representatives are available as needed. ❑ Plant manager is available for both the kickoff and debrief sessions. Focus Area and Scope ❑ The scope of the event is clear, focused, and achievable within the planned timeframe. ❑ Objectives and success criteria are specific, measurable, and agreed upon. ❑ Potential risks and barriers are identified and documented. ❑ The expected business impact (e.g., cost, quality, delivery, safety, morale) is estimated and approved by management. Data and Information Readiness ❑ All relevant baseline data (cycle time, defects, downtime, yield, etc.) are collected before the event. ❑ Data collection sheets and measurement templates are prepared for in-event use. ❑ Process documentation (SOPs, work instructions, flowcharts) is available for reference. ❑ Measurement systems for performance metrics are in place Kaizen Event 70 Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Preparing for the Kaizen Event Specific supplies and toolbox are needed in the area where the Kaizen event is taking place. Kaizen Event 71 Production Areas Basic hand tools, tape measures, timers, scissors, marking tapes, cleaning supplies, safety equipment, carts and bins. All Areas Whiteboards or flip charts, markers, pens, notepads, sticky notes, rulers, cameras, labels, and calculators.
citoolkit.com citoolkit.com citoolkit.com 8:30 am 10:00 am 11:30 am 1:00 pm 2:30 pm 4:00 pm Kaizen Agenda Sample Timetable for an Event. Kaizen Event 72 DAY 1: Kickoff and Study AS-IS • Prepare for the day • Review agenda & logistics • Review objectives • Kickoff and meet the team • Project overview and scope confirmation • Walk the floor • Observe process in action • Review available data / KPIs • Map the current process • waste and inefficiencies • Review standards and customer specs • Quantify performance gap and potential savings • List concerns and improvement opportunities • Create to dos for next day • Wrap up DAY 2: RCA & Develop Solution • Prepare for the day • Complete to dos from previous day • root causes • Brainstorm potential solutions • Develop trial concepts or prototypes • Design new layouts • Design work methods • Conduct initial trials and observe results • Summarize findings, results and issues • Brainstorm and implement countermeasures • Create to dos for next day • Wrap up DAY 3: Implement & Standardize • Prepare for the day • Complete to dos from previous day • Continue trials and evaluate performance • Summarize results and concerns • Implement countermeasures and monitor outcomes • Implement major layout or equipment changes • Build or modify tables, racks, or workstations • Document SOP • Create to dos for next day • Wrap up DAY 4: Follow-up and Close • Prepare for the day • Complete to dos from previous day • Monitor results and verify improvements • Quantify percentage of performance gap closed • Estimated annual savings • Team leader update to plant manager • Prepare presentation • Document remaining action items as -day follow-ups • Conduct Management presentation • Q&A • Close the Kaizen event Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Announcing the Kaizen Event The event should be officially announced and communicated to all participants well in advance. Distribute the announcement and relevant information at least one week before the event to ensure everyone has sufficient time to prepare effectively. Event Dates and Duration List of Participants Department / Area / Process Objectives Agenda or Timetable Current Situation / Problem Kickoff Details Expected Benefits Venue / Meeting Room Kaizen Event 73
citoolkit.com citoolkit.com citoolkit.com Observation Check Sheet Example (For a Restaurant) Kaizen Event 74 Work Area and Flow Motion & Ergonomics Materials & Supplies Quality & Defects Safety & Efficiency Data & Measurement ❑ Is the work area organized, clean, and free of clutter? ❑ Are tools, and ingredients stored close to where they are used? ❑ Are storage areas and containers clearly labeled and marked? ❑ Are items arranged in the order of use to support smooth flow? ❑ Is there excessive movement or travel by staff during service? ❑ Do team members need to turn, reach, bend, or wait unnecessarily? ❑ Are both hands used efficiently during tasks? ❑ Can any motions or steps be eliminated or simplified? ❑ Are ingredients, dishes, or tools moved more than once before use? ❑ Can workstations be rearranged to reduce motion or waiting? ❑ Are ingredients and supplies available when needed, without waiting? ❑ Are delivery quantities and containers appropriate for daily use? ❑ Are items easy to handle, unpack, and store safely? ❑ Is there a defined restocking or replenishment routine (who, when, how often)? ❑ How often do quality issues and customer complaints occur, and what typically causes them? ❑ Is there feedback or a system to and fix quality issues quickly? ❑ Are recipes and, standards clearly posted and understood? ❑ Are “good vs. bad” examples or photos displayed for visual reference? ❑ Are there any safety risks (slips, sharp tools, hot surfaces) in the current layout? ❑ Are paths clear for safe and efficient movement? ❑ Are equipment and tools in good working condition and easy to access? ❑ Are standard operating procedures or checklists visible and followed? ❑ Has cycle time or order lead time been measured (e.g., 10–15 samples)? ❑ Is the restaurant’s takt time (rate of customer demand) understood? ❑ Are performance metrics tracked (service time, waste, customer satisfaction)?
citoolkit.com citoolkit.com citoolkit.com Kaizen Activity Sheet Captures what improvement activities were performed, when they occurred, how long they took, and what was learned (a record of the Kaizen process). Improvement Activity Time Taken Responsible After Results Notes Completed? Introduced a color-coded labeling system to prevent errors and speed up selection 30 minutes Jamal Reduced order errors from 3 per day to 0.5 per day after one week Staff initially got confused Yes Kaizen Event 75 Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Kaizen Board A visual management tool commonly displayed in the team area to monitor problems, ideas, action progress, and ongoing improvements in real time. Kaizen Event 76 Used to keep improvements visible. It can be either physical or digital. Focuses on team engagement and making continuous improvement a regular part of daily communication. Could include sections like “To Do,” “In Progress,” and “Done.” Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet KAIZEN TO DO IN PROGRESS DONE Remove when impact observed
citoolkit.com citoolkit.com citoolkit.com Kaizen Newspaper Used to record and track improvement actions, responsible owners, and completion status during and after a Kaizen event. Action Problem / Observation Cause (if known) Responsible Due Date Verification / Follow-up Status Create standard procedure for lost and found handling Items misplaced due to inconsistent process among shifts N/A Kamal Oct 22 Draft SOP pending review with security team In progress Kaizen Event 77 Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Kaizen Progress Chart Used to visually track the completion status of major Kaizen milestones and activities compared to the original schedule. Milestone Improvement Activity Planned day Actual vs. Planned Progress % Status Notes Define Problem & Objectives Day 1 Study the process Day 1 Map Current State Process Day 2 Analyze root causes Day 2 Brainstorm improvement ideas Day 3 Evaluate options based on impact and feasibility Day 3 Kaizen Event 78 Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Kaizen Report After the event, a Kaizen report should be prepared to summarize what was accomplished, the improvements made, and how the gains will be sustained. The report may include . . . Kaizen Event 79 Initial condition and solution description Benefits and key results from the event Before-and-after photos Charts and process maps It can be shared across the organization to encourage learning and the application of similar improvements. Management should review the report, approve the changes, and formally recognize the team for their contributions. Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Kaizen Report Key Attributes of a Kaizen Report . . . Kaizen Event 80 KAIZEN REPORT Benefits and Key Results Before photos After photos Process Area/Department Originated by Validated by Initial condition Solution Description Next Steps / Standardization Root Cause
citoolkit.com citoolkit.com citoolkit.com Kaizen Report Example Kaizen Event 81 Title Modified Trousers Process Initial Condition Root Cause: Solution When a machine requires adjustment, maintainers typically carry a heavy toolbox. In some cases, they carry tools by hand, often forgetting or dropping some, resulting in wasted time and extended machine downtime. Maintainers do not have a convenient way to keep essential tools on hand during maintenance activities. All maintainers were provided with modified trousers equipped with two side pockets to hold their most frequently used tools. Benefits Before / After Comparison Next Steps •Maintainers always have essential tools readily available. •Eliminated the need to carry heavy toolboxes for minor adjustments. •Improved ergonomics and reduced physical strain. •Decreased machine downtime due to faster tool access. •Standardize the modified trousers as part of maintainer uniform. •Periodically review tool lists to ensure pocket capacity meets needs. •Share the improvement as a best practice across maintenance teams. Originated By Submitted By Contact Details Department Plant Division
citoolkit.com citoolkit.com citoolkit.com Post and Share The results of Kaizen events should be documented, shared, and visibly posted at the end of the event to communicate achievements, lessons learned, and next steps to all employees. A variety of ways to share Kaizens including: Kaizen Event 82 http://www.clker.com/cliparts/g/k/S/M/U/0/bulletin-board-hi.png Management should recognize and thank the team for their dedication and collaboration, celebrating the success of the Kaizen event. Public display boards Emails The Intranet
citoolkit.com citoolkit.com citoolkit.com Kaizen Event and Best Practices Kaizen event reports help turn improvements into lasting best practices. The most effective ideas and methods should be reviewed and shared so they can be replicated in other lines or departments. This way, every Kaizen event helps the whole organization keep improving and learning together. Kaizen Event 83
citoolkit.com citoolkit.com citoolkit.com Post-Implementation Review Kaizen Event 84 Kaizen event name: Successes to date: - - Shortcomings to date: - - Action items to overcome shortcomings: - - Key metrics: - - Follow-up items: Action Owner Target date Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
citoolkit.com citoolkit.com citoolkit.com Further Information – Related Definitions Kaizen Event 85 The ongoing, small-scale continuous improvement activities performed by employees as part of their regular work rather than as part of a formal Kaizen event. Daily Kaizen A short, intensive improvement event (typically 1–3 days) focused on achieving rapid, high- impact results through immediate action and minimal analysis targeting quicker wins. Kaizen Blitz A management-led improvement activity where leaders study their own processes to problems, develop solutions, and strengthen their capability in continuous improvement. Jishuken A person who makes a significant contribution to the successful implementation of Kaizen activities, driving continuous improvement and inspiring others to participate. Kaizen Champion
citoolkit.com citoolkit.com citoolkit.com Some companies implement Kaizen through the PDCA cycle, which involves planning improvements, testing potential solutions, checking results, and implementing the best solution. Further Information – Using the PDCA for Kaizen Events Kaizen Event 86 P D A C • Define the objective of the Kaizen event • Analyze the current situation • key problems • Establish performance targets • Assign responsibilities for planned activities • Test potential solutions and improvement ideas • Monitor progress and collect relevant data • Gather team observations and feedback • Implement on a full scale • Standardize and document the new methods • Integrate improvements into the organization’s system • Sustain and monitor the improved process over time • Evaluate achieved results • any unexpected issues • Compare actual outcomes to objectives and targets • Determine what adjustments or refinements are needed Other companies may use the DMAIC approach to conduct Kaizen events.
citoolkit.com citoolkit.com citoolkit.com Further Information – Using the DMAIC for Kaizen Events Kaizen events, when practiced in the Lean spirit of continuous improvement and guided by the rigor and discipline of DMAIC, create a structured path for problem solving, learning, and driving lasting value for customers. As you move from right to left, the time, scope and complexity of the improvement opportunity increases, and so do the potential benefits. DMAIC Problem-Solving Variation Reduction Kaizen Streamline and Waste Removal Just Do It Quick Wins Kaizen Event 87
citoolkit.com citoolkit.com citoolkit.com Further Information – Kaizen Works within DMAIC Kaizen can also be integrated within the DMAIC process. The following illustrates DMAIC phases with key Kaizen touchpoints. Kaizen Event 88 Low Hanging Fruits? Measure Analyze Define Improve Control Kaizen Low Hanging Fruits? Kaizen Low Hanging Fruits? Kaizen Yes No Yes No Yes No
citoolkit.com citoolkit.com citoolkit.com Further Information – Using Kaizen Events After Other Tools Kaizen Events work particularly well after completing these activities . . . Use Kaizen Events to address specific improvement opportunities identified in the value stream map. Value Stream Mapping After mapping the current process, use Kaizen Events to redesign and enhance workflow efficiency. Process Mapping Use Kaizen Events to focus efforts on the most significant problems identified through Pareto charts. Pareto Analysis Once root causes are identified, apply Kaizen Events to develop and implement effective solutions. 5 Whys Analysis Kaizen Event 89
citoolkit.com citoolkit.com citoolkit.com Further Information – Kaizen versus Kaizen Events Kaizen is often confused with Kaizen Events, but they are not the same. Kaizen Event 90 Kaizen Events Is a part of improving a process Bottom-up A regular event / activity Brings rapid solutions as needed Lasts for only a short period of time Kaizen (Program) An improvement process Top-down An approach / strategy Brings in incremental change Ongoing, never-ending process Focus on everything Focus on one part of the process Performed by all Performed by a kaizen team
citoolkit.com citoolkit.com citoolkit.com Further Information – Kaizen Team Ground Rules Kaizen Event 91 Respect everyone’s ideas and opinions Everyone has an equal voice Stay positive No question is a bad question Speak up There is no rank Be open to change Promote a blameless environment Support your teammates Let facts guide decisions Understand, then act Focus on solutions Stay engaged Keep the momentum going after the event Be on time
citoolkit.com citoolkit.com citoolkit.com Further Information - Embracing Learning If a solution doesn’t work, it’s okay. Learn from it and try again with a changed approach. Kaizen Event 92 What truly matters is learning from the experience, understanding why it didn’t work, and using those insights to refine your next approach. Continuous improvement is not about perfection on the first try. It’s about persistence, reflection, and steady progress toward excellence.
citoolkit.com citoolkit.com citoolkit.com Further Information - When to Avoid Kaizen Events 1. The problem is too large or complex for a week-long effort. 2. When the root cause is unknown. 3. The process is constantly changing or unstable. 4. You need extensive research or data collection before making changes. 5. The problem requires significant capital investment. 6. The problem requires technology changes. 7. When the problem is mainly cultural or behavioral. 8. When there is no process owner or accountability. 9. When management or key stakeholders aren’t committed or engaged. Kaizen Event 93
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Kaizen Event: Small Steps That Transform Workplaces

  • 1.
  • 2.
    citoolkit.com citoolkit.com citoolkit.com Lean Tools andTechniques 5S Autonomation RCA Safety & Buffer stock Quick changeover Continuous flow Demand Management Throughput time Layout management Process Chart Kanban 8 wastes Line balancing Load leveling Level scheduling NVA analysis Process efficiency Product family Value Stream Mapping Simplification SMED Spaghetti chart Single piece flow Standard work Takt time analysis Supermarkets Waste walk Kaizen event Work cell design Ergonomics Hoshin Karni Policy deployment Theory of constraints Gemba walk Visual Management Mistake proofing Time value map Bottleneck Analysis 5 Whys Ishikawa Analysis Flow Process Chart A3 Thinking Product Family Matrix FMEA QFD Yamazumi chart Opportunity process map Kamishibai board TPM JIT FIFO Kaizen 2
  • 3.
    citoolkit.com citoolkit.com citoolkit.com What is Kaizen Kaizenis a Japanese idea that means making small, steady improvements every day. Instead of waiting for big changes, Kaizen focuses on fixing little things that add up to big results over time. Kaizen 3
  • 4.
    citoolkit.com citoolkit.com citoolkit.com What is Kaizen ThisLean method works step by step and can be applied to any process in business, school, or even daily life. Kaizen 4 LEAN At its heart, Kaizen is about creating a culture where improvement never stops. The main goal is to keep raising standards in a simple and practical way.
  • 5.
    citoolkit.com citoolkit.com citoolkit.com Origin Kaizen began inJapan after World War II, when Japanese companies learned new ideas from American experts about quality and efficiency. Kaizen 5 What started as a shop floor practice in factories soon spread to other industries like healthcare, education and services. Toyota played a huge role in shaping Kaizen by involving employees in solving problems and improving work daily. 1950s Toyota 1980s Western Adoption By the 1980s and 1990s, Western companies also adopted it as part of lean manufacturing. Today Global Spread Today, Kaizen is used worldwide as a trusted way to improve processes and performance.
  • 6.
    citoolkit.com citoolkit.com citoolkit.com The Term Kaizen Theword “Kaizen” comes from two Japanese words: • “Kai” meaning change • “Zen” meaning good or better Kaizen 6 Kaizen literally means “Change for the Better"
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    citoolkit.com citoolkit.com citoolkit.com More Than aMethod Kaizen 7 KAIZEN Philosophy Structured Process Technique Continuous Improvement Approach Lean Principle Methodology Strategy Mindset Culture
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    citoolkit.com citoolkit.com citoolkit.com More Than aMethod Kaizen 8 Based on the philosophy that everything can be improved. A mindset of accepting that change is constant and improvement never stops. Incremental changes add up to substantial changes over the longer term, without the need for radical innovation.
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    citoolkit.com citoolkit.com citoolkit.com More Than aMethod Kaizen is not only about work but also about creating a disciplined and positive mindset of always looking for ways to get better. Kaizen 9 KAIZEN Everywhere Every Day Everyone Kaizen is about improvement every day, everywhere, and by everyone.
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    citoolkit.com citoolkit.com citoolkit.com Kaizen Key Principles Kaizenis built on simple but powerful principles and has a set of guiding concepts that support its success. Kaizen 10 Kaizen does not need a lot of money but instead utilizes creativity and teamwork. Data-Based Decisions Decisions are based on data and measurable results, not just guesses. Small Improvement It focuses on making many small steady improvements instead of huge radical changes. Daily Effort Improvements should happen daily and involve every department in the company. Customer Focus The customer is at the center of all Kaizen efforts & every change should make things better for them.
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    citoolkit.com citoolkit.com citoolkit.com Kaizen Example Let’s saythat a janitor is sweeping the entrance to a company daily, and this takes a long time. Kaizen can be implemented by closing the voids under the entrance doors which prevents dirt and dust to get in. This small change in the doors will cumulatively reduce the time needed to sweep the entrance, thus reduce wasted time. Kaizen 11 Any small change that leads to lasting improvement in performance, efficiency, or quality is considered Kaizen.
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    citoolkit.com citoolkit.com citoolkit.com Other Examples Kaizen 12 Installingsmall mirrors at busy intersections inside the factory so employees and forklifts can see around corners, improving safety. “ Adding color-coded labels to shared tools so items can be quickly identified and returned to their proper place, reducing search time. “ Printing employee names on both sides of company ID badges so they remain visible even when flipped, improving visibility and communication. “
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    citoolkit.com citoolkit.com citoolkit.com Other Guiding Principles Kaizen13 Delivering the right product or service at the right time Focusing on the whole value stream from start to finish Encouraging employees to share suggestions Treating people as the most valuable resource Separating man and machine activities Applying CI tools and techniques to drive continuous improvement Letting go of old habits and outdated practices Striving for improvement, there is an area for improvement everywhere Kaizen has a set of guiding concepts that support its success.
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    citoolkit.com citoolkit.com citoolkit.com Kaizen Enablers These enablerssupport the effective implementation of key and guiding principles in daily kaizen activities. Eliminate waste Enables efficiency and supports small improvements. Simplify processes Helps make problems visible and easier to improve. Establish standard work Foundational for sustaining improvements and detecting deviations. Generalize best practices Spreads improvement across teams and prevents repeated mistakes. Kaizen 14
  • 15.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Enablers Kaizen 15 EmployeeSuggestion Boxes Provide an easy, accessible way for employees at all levels to submit improvement ideas, problems, and highlight inefficiencies in their daily work Idea Logs Ready-to-use sheets that allow employees to quickly record improvement ideas as soon as they arise, ensuring that no valuable thought is forgotten Both employee suggestion boxes and idea logs are fundamental tools for sustaining and expanding the Kaizen culture.
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    citoolkit.com citoolkit.com citoolkit.com Uses Kaizen is veryflexible and can be applied in many ways. Companies use Kaizen to eliminate waste, standardize processes, improve safety, improve quality of products and services, improve customer satisfaction, job satisfaction, and teamwork. It is also useful for speeding up delivery times and solving problems faster. Quality Safety Speed / Delivery Cost Satisfaction Waste Reduction Kaizen 16
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    citoolkit.com citoolkit.com citoolkit.com Uses - WasteReduction Kaizen aims to and eliminate waste while improving process quality through small, consistent steps. Any small change that leads in the long- term waste reduction is considered Kaizen. Consider the Eight Wastes. Kaizen 17 WAITING TRANSPORTATION INVENTORY OVERPRODUCTION EXTRA-PROCESSING DEFECTS MOTION UNUSED TALENT
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    citoolkit.com citoolkit.com citoolkit.com Purpose and Necessityof Kaizen The strategic intent of a Kaizen program should be clear to all involved (stabilize, standardize, and optimize). Kaizen 18 Kaizen can be used to optimize an already standard operation. Kaizen can also be used strategically to gain stabilization and standardization. Stabilize Standardize Optimize A Kaizen program aggregates these efforts
  • 19.
    citoolkit.com citoolkit.com citoolkit.com Typical Deployment This groupingof tools is not meant to be prescriptive but rather to show an example of how the tools could be used. Kaizen 19 Stabilize Standardize Optimize The sequence in which tools are rolled out to an organization is based on the organizations starting point or current pressing needs. • 6-sigma statistical tools • Level scheduling • Pull systems • Takt time • Cell design • Continuous flow • Line balance • Man/machine separation • Line stop and call • Poka-yoke • 5S • Visual management • OEE • TPM • Quick changeover • Problem solving
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    citoolkit.com citoolkit.com citoolkit.com Common Tools Use anyappropriate quality tools from your toolbox as long as they can be effectively used within the available time. Check Sheet Statistical Process Control Pareto Analysis Cause & Effect Diagram Correlation Analysis Process Capability Studies Statistical Methods Gauge R&R Graphical Analysis Methods FMEA Mistake Proofing Process Mapping Kaizen 20
  • 21.
    citoolkit.com citoolkit.com citoolkit.com Benefits Kaizen 21 Creates workplacesthat are efficient, creative, and human- centered 05 Saves money and supports long-term sustainability 06 Improves safety, workplace organization and housekeeping 04 Solves problems at their source 02 Maintains and improves standards 03 Eliminates waste and simplify processes 01 Departments work together, breaking down walls and building teamwork 02 Changes are visible immediately, which excites both employees and management 03 Results are fast. You can achieve in a week what might normally take months 01 Kaizen provides a range of cultural and financial improvements that benefit the customers, employees and company.
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    citoolkit.com citoolkit.com citoolkit.com People are atthe Heart of Kaizen Successful Kaizen is not only about fixing processes but also about valuing and nurturing people. Kaizen provides employees with opportunities to develop new problem- solving skills they can apply repeatedly. Kaizen 22 Employees at all levels are encouraged to share ideas and take part in continuous improvement. When people feel trusted and involved, they bring new energy and creativity that push the company forward.
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    citoolkit.com citoolkit.com citoolkit.com Cultural Change Kaizen empowersworkers by letting them find problems, suggest solutions, and make improvements themselves. Kaizen 23 When teams meet aggressive goals, they feel proud and accomplished. Other employees often want to join in once they see the results. This builds confidence and spreads a culture of teamwork and ownership.
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    citoolkit.com citoolkit.com citoolkit.com Management Support For Kaizento work, leaders must believe in it and show commitment. They should . . . Everyone, from the CEO to frontline staff, can play a role. Encourage teams Remove barriers Provide the right environment for change Leaders who actively participate set the example and inspire others to join in. They ensure that Kaizen is not just a short-term idea but a long-term culture in the organization. Kaizen 24
  • 25.
    citoolkit.com citoolkit.com citoolkit.com Benefits Related toPeople Kaizen 25 Kaizen develops people: • Teaches important skills (such as problem-solving, project management, Lean techniques). • Provides the opportunity to teach others after each improvement. 02 Kaizen creates a new mindset: • Activities are viewed in a new light: • Is the activity necessary? • Is there a better way? • Status quo is no longer accepted. 03 Kaizen gets everyone involved: • Operators know their job best. Tapping their knowledge generates breakthrough ideas. • Employees own the improvements once they’ve been involved. • Teamwork is a natural by- product. 01
  • 26.
    citoolkit.com citoolkit.com citoolkit.com Kaizen often followsa structured approach to improvement, including the PDCA cycle or the DMAIC framework. Approach and Tools Kaizen 26 DMAIC D M A I C PDCA P D A C To do this effectively, team members typically require training to understand the eight wastes, value streams, and other key Lean concepts.
  • 27.
    citoolkit.com citoolkit.com citoolkit.com Approach and Tools Kaizencan also be focused on a Gemba-based approach or regular structured events. Regular Events Working through workshops to solve specific problems in just a few days Gemba Walks Spending time at the actual workplace observing processes and finding solutions Kaizen 27
  • 28.
    citoolkit.com citoolkit.com citoolkit.com Small Steps, BigImprovements Improvement doesn’t have to be big or complicated, it can start with small, simple steps. Many changes are easy “low-hanging fruit” that can be achieved through Kaizen efforts and quick wins. It’s about using common sense and teamwork rather than costly solutions. Kaizen 28
  • 29.
  • 30.
    citoolkit.com citoolkit.com citoolkit.com What is aKaizen Event? A Kaizen event is a short, focused activity where a team works together to improve a process or work area. Kaizen Event 30 Think of it as a mini-improvement mission compared to bigger programs like Lean or Six Sigma.
  • 31.
    citoolkit.com citoolkit.com citoolkit.com Key Elements Kaizen Event31 Short time period A kaizen event is planned to last 3-5 days, plus time to complete follow-up items (within 30-day). Structured approach A formal schedule includes kickoff and final presentation to management as well as daily updates. Full-time team membership Team members participate full time in the Kaizen event and should pause their regular work responsibilities for its duration. Aggressive objectives Kaizen events aim for aggressive goals, focusing on a specific process or area to push the team beyond their comfort zone and drive rapid, meaningful improvement.
  • 32.
    citoolkit.com citoolkit.com citoolkit.com What is aKaizen Event? During a Kaizen event, the team works together to: Kaizen Event 32 Observe the process Collect data root causes waste and non-value- added activities Test and implement improvements Brainstorm solutions Document standard work Present results Even a small Kaizen event can have a huge impact on how a process works and on the people involved.
  • 33.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event Duration Insteadof waiting months to solve a problem, the team acts immediately. Usually short, lasting 3–5 days. For regular problems Some could take only 1–2 days. For smaller problems Kaizen Event 33 Improvements are made during or right after the event, not months later.
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    citoolkit.com citoolkit.com citoolkit.com Focused Team The ideais to bring together a focused team, almost like a special mission team to tackle a challenge quickly. Kaizen Event 34 It’s a bit like doing a weekend home renovation project so that everyone joins in, works hard, and by the end, you see real change
  • 35.
    citoolkit.com citoolkit.com citoolkit.com Where Can ItBe Used? Kaizen events aren’t just for factories. They can improve healthcare, logistics, warehouse operations, construction sites, and even offices. Kaizen Event 35 Teams can use them to cut waste, reduce cycle times, improve safety, shorten waiting times, improve customer service, and organize workplaces using 5S.
  • 36.
    citoolkit.com citoolkit.com citoolkit.com Real-Life Examples Kaizen Event36 Manufacturing A factory team noticed frequent accidents in a work area. During a Kaizen event, they redesigned the layout, added clearer safety signs, and trained staff. Healthcare A hospital had long patient waiting times. A Kaizen team mapped the patient journey, removed unnecessary steps, and introduced a new check-in process.
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    citoolkit.com citoolkit.com citoolkit.com When to UseKaizen Events Kaizen works best when . . . Kaizen Event 37 The problem is clear and well-defined The problem is not too big There is an urgent need to solve a problem Fast results are needed Team creativity is needed The right people are available The problem causes delays, waste, or poor quality Kaizen events are especially powerful in the early stages of Lean deployment, as they create quick wins and inspire employees to actively participate in solving problems and driving positive change.
  • 38.
    citoolkit.com citoolkit.com citoolkit.com Types of KaizenEvents There are different types of Kaizen events. Kaizen Event 38 Flow Kaizen Events Focus on improving the entire value stream, and how materials, information, or services move from start to finish. Line Kaizen Events Improve a full production or service line, which include several connected processes working together. Point Kaizen Events Target a specific issue or small area, usually where waste or inefficiency is most visible. System Kaizen Events Improve company- wide systems, policies, or management practices. Point Kaizen Flow Kaizen
  • 39.
    citoolkit.com citoolkit.com citoolkit.com Examples of EachType Kaizen Event 39 Each type plays an important role in helping companies make continuous improvements, ranging from small fixes in a single area to large-scale changes that enhance entire systems and create lasting positive impact. Line Kaizen Events Streamlining all steps in a car assembly lineor hospital admission flow. Point Kaizen Events Rearranging tools at a workstation to reduce motion waste. System Kaizen Events Redesigning the company’s quality management system or reporting structure. Flow Kaizen Events Reducing total lead time from customer order to delivery.
  • 40.
    citoolkit.com citoolkit.com citoolkit.com Point Kaizen Event KaizenEvent 40 Point Kaizen focuses on a small, clearly defined area or process. It’s about fixing visible inefficiencies like disorganization, clutter, or wasted movement. These improvements are local but powerful, setting the foundation for broader improvements later (like Flow or System Kaizen).
  • 41.
    citoolkit.com citoolkit.com citoolkit.com Point Kaizen Event 5Sand other workplace organization practices are usually applied to one section at a time, such as a workshop, warehouse zone, or office area. For example, a team runs a 3-day 5S Kaizen event to organize tools, label storage areas, and clean workstations in one part of the workshop. Kaizen Event 41
  • 42.
    citoolkit.com citoolkit.com citoolkit.com Other Classification Work Kaizenvs. Machine Kaizen Start by improving manual work before moving to machine improvements. Machine Kaizen • Focuses on the total machine work elements. • Cannot be immediately controlled by supervisors and employees. • Often require large capital investments. Manual Work Kaizen • Focuses on the total manual work elements. • Can be immediately controlled by supervisors and employees. • Do not require large capital investments. Kaizen Event 42
  • 43.
    citoolkit.com citoolkit.com citoolkit.com Participation A Kaizen eventbrings people together from different parts of a company to focus fully on one problem. Team members are chosen in advance and set aside their normal jobs during the event. They should be treated as if they are on vacation from their regular responsibilities.
  • 44.
    citoolkit.com citoolkit.com citoolkit.com A Typical TeamIncludes . . . Team leader: Keeps the team moving toward the goal. Facilitator: Guides the process and manages logistics. Team members: Usually 4–7 cross-functional people who understand the process. Other team members may also join the event to support and help implement the improvements, such as sponsors, process owners, and those who originally suggested the ideas. Kaizen Event 44
  • 45.
    citoolkit.com citoolkit.com citoolkit.com A Typical TeamIncludes . . . This company aims to conducts multiple kaizen events every week throughout the year. Team members should be selected in advance and notified of where and when to meet. TEAM LEADER TIMEKEEPER FACILITATOR NOTETAKER MAINTAINER Kaizen Event 45
  • 46.
    citoolkit.com citoolkit.com citoolkit.com The Facilitator The facilitatorshould have solid experience in Kaizen or continuous improvement to effectively guide the event. Persuasive leader Good communicator Lean experienced Energetic Strong problem-solving skills Adaptable and flexible Traits of a Good Kaizen Facilitator Kaizen Event 46
  • 47.
    citoolkit.com citoolkit.com citoolkit.com Team Leader andMembers • Different team members should be selected for each event. • One member should be selected to take the role as team leader and owns the kaizen event. In a manufacturing environment, the team could include one operator, one supervisor, and one maintainer from the area, preferably representing both day and night shifts. Three team members working on the process Process owner Idea originator A management representative / sponsor Typical Team Makeup Kaizen Event 47
  • 48.
    citoolkit.com citoolkit.com citoolkit.com Participation Description andRoles Kaizen Event 48 Team Leader 1. Support the event with enthusiasm 2. Ensure objectives, scope, and criteria are met 3. Ensures Lean principles are applied 4. Keep the team focused and aligned with goals 5. Document activities, progress, results, and lessons 6. Lead team presentations 7. Communicate progress and results to management 8. Track event follow-up actions Facilitator 1. Plan and coordinate event logistics and training 2. Ensure team members are selected in advance 3. Coordinate daily activities and update the to-do list 4. Guide the team through Lean tools, problem solving, and process improvement 5. Ensure all team members are engaged and contributing 6. Lead the decision-making process using data and facts 7. Support rollout, standardization, and measurement of improvements Team Members 1. Participate full-time throughout the event 2. Contribute knowledge of the process 3. Share improvement ideas 4. Support implementation, data collection, and trials 5. Take ownership of assigned actions and follow-up tasks 6. Promote improvements within their areas 7. Sustain new standards within their areas Management 1. Kick off the Kaizen program 2. Provide leadership, resources, and direction for Kaizen activities 3. Encourage and empower teams to take ownership of improvements 4. Remove barriers and ensure a supportive environment for change 5. Promote Kaizen as a long- term organizational culture, not a short-term event
  • 49.
    citoolkit.com citoolkit.com citoolkit.com Selecting the Problem Atypical Kaizen event begins with selecting the right problem, one that is significant to the business and can create real impact. The chosen problem should be small yet capable of generating meaningful improvements. Avoid problems that require major capital investment. Kaizen Event 49 Core Process? Clear Problem? Small Problem? Big Impact? The focus should be placed on core processes rather than support or administrative tasks.
  • 50.
    citoolkit.com citoolkit.com citoolkit.com Selecting the Problem MainPoints: Select a specific business process that directly affects value, waste, or risk. Focus on strategic and core processes that support overall transformation goals. Choose practical operating problems rather than management or policy issues. Consider potential benefits in cost, quality, productivity, and delivery. Start with a manageable, high-success area that can show visible and quick improvement to build momentum. Kaizen Event 50
  • 51.
    citoolkit.com citoolkit.com citoolkit.com Running a KaizenEvent Here are the main steps to run a Kaizen event: 1. Choose a problem, gather data, and get management support. 2. Select the right team and secure a dedicated workspace. 3. Kick-off, explain the problem, provide clarifications and set clear goals. 4. Visit the actual workplace and study the process. 5. Map the current process and find where problems happen. 7. Brainstorm improvement ideas and evaluate options based on impact and feasibility. 8. Plan and implement improvements during the event as possible and assign follow-up tasks. 9. Confirm the results and plan how to keep the improvements sustainable. 6. Analyze root causes. 10. Report event and present findings and results. Kaizen Event 51
  • 52.
    citoolkit.com citoolkit.com citoolkit.com Running a KaizenEvent For clarity and ease of application, Kaizen activities can also be implemented through the following five key steps: 1- Choose a problem, gather data, and get management support 2- Select the right team and secure a dedicated workspace 3- Kick-off, explain the problem, provide clarifications and set clear goals 4- Visit the actual workplace and study the process 5- Map the current process and find where problems happen 7- Brainstorm improvement ideas and evaluate options based on impact and feasibility 8- Plan and implement improvements during the event as possible and assign follow- up tasks 9- Confirm the results and plan how to keep the improvements sustainable 6- Analyze root causes 10- Report event and present findings and results 1- kaizen purpose 3- Generate alternative ideas 4- Plan and implement improvements 5- Confirm the results 2- Analyze the current situation Kaizen Event 52 KEY STEPS
  • 53.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 53 Runninga Kaizen Event Choose a problem, gather data, and get management support • opportunities by questioning current processes and studying KPIs. • Gather ideas from supervisors, associates, and managers facing challenges. • Select a problem based on data, impact, and relevance to performance goals. • Set clear goals for improvement and expected outcomes. • Gain management support to secure resources and commitment for change. A KEY STEP
  • 54.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 54 Runninga Kaizen Event Select the right team and secure a dedicated workspace • Select the team with a mix of operators, supervisors, and support staff. • Announce the event and communicate its purpose to all involved. • Secure a dedicated workspace for team meetings and daily reviews. • Hold a pre-event briefing led by the facilitator to review event objectives. • Prepare a short presentation pack to provide context and keep the team focused during the event.
  • 55.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 55 Runninga Kaizen Event Kick-off, explain the problem, provide clarifications and set clear goals • Present the objectives and introduce the team, clarifying each member’s role. • Walk through the work area to review the problem and current conditions. • Explain what to expect during the event and establish team ground rules. • Have management give motivational remarks to reinforce commitment. • It’s recommended to have an experienced consultant lead the initial Kaizen events.
  • 56.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 56 Runninga Kaizen Event Visit the actual workplace and study the process • Go to the actual workplace (Gemba) to see the process firsthand. • Observe operations without interrupting the workflow and measure key metrics. • Study each step to understand how the process really works. • Ask operators for feedback on challenges and improvement ideas. • Record observations and data for later analysis and discussion.
  • 57.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 57 Runninga Kaizen Event Map the current process and find where problems happen • Map the current-state process from start to finish. • all steps and dependencies within the workflow. • Question each step’s purpose to determine if it adds value. • Highlight problem areas where delays, errors, or rework occur. • Mark waste and non–value-added activities for later elimination.
  • 58.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 58 Runninga Kaizen Event Analyze root causes • Break down tasks through work element analysis. • Use root cause tools such as the 5 Whys and Fishbone Diagram. • Study process and flow data to where issues arise. • Perform time analysis to find delays or inefficiencies. • true root causes behind the problems, not just symptoms. A KEY STEP
  • 59.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 59 Runninga Kaizen Event Brainstorm improvement ideas and evaluate options based on impact and feasibility • Brainstorming improvement ideas and encourage open discussion. • Evaluate each idea for impact, feasibility, and alignment with objectives. • Select the most promising improvement ideas using decision-making techniques. • Develop a future-state process map showing how improvements will work. A KEY STEP
  • 60.
    citoolkit.com citoolkit.com citoolkit.com Running a KaizenEvent Plan and implement improvements during the event as possible and assign follow-up tasks • Create a detailed plan outlining actions, responsibilities, and timelines. • Assign one owner per action and any risks or barriers to address. • Brief all affected departments on what, how and why changes are made. • Implement improvements (layout changes, flow adjustments and waste elimination. • Monitor progress daily and update management requesting support when needed. A KEY STEP Kaizen Event 60
  • 61.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 61 Runninga Kaizen Event Confirm the results and plan how to keep the improvements sustainable • Confirm and measure results by comparing before-and-after performance data. • Present outcomes to management and walk them through the improved area. • Standardize improvements by documenting and training employees on new SOPs. • Implement visual management to monitor performance and sustain improvements. • Hold follow-up meetings to track outstanding actions and address any gaps. A KEY STEP
  • 62.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event 62 Runninga Kaizen Event Report event and present findings and results • Prepare a final Kaizen event report summarizing outcomes and key learnings. • Present findings, results and open action items with assigned owners & due dates. • Share success stories and lessons learned across other teams or departments. • Document actions needed to sustain improvements and ensure accountability. • Reinforce the mindset of continuous improvement — Kaizen is never finished.
  • 63.
    citoolkit.com citoolkit.com citoolkit.com Workshops The meeting partof a Kaizen event where the team meets several times to carry out Kaizen activities. Workshops are typically conducted during the following steps of a Kaizen event . . . Kaizen Event 63 1- Choose a problem, gather data, and get management support 2- Select the right team and secure a dedicated workspace 3- Kick-off, explain the problem, provide clarifications and set clear goals 4- Visit the actual workplace and study the process 5- Map the current process and find where problems happen 7- Brainstorm improvement ideas and evaluate options based on impact and feasibility 8- Plan and implement improvements during the event as possible and assign follow- up tasks 9- Confirm the results and plan how to keep the improvements sustainable 6- Analyze root causes 10- Report event and present findings and results
  • 64.
    citoolkit.com citoolkit.com citoolkit.com The Continuous KaizenCycle If the focus is on a single area and a single process, a Kaizen event can follow the same path with a repeatable cycle of Analyze, Brainstorm, and Implement. 1- Choose a problem, gather data, and get management support 2- Select the right team and secure a dedicated workspace 3- Kick-off, explain the problem, provide clarifications and set clear goals 4- Visit the actual workplace and study the process 5- Map the current process and find where problems happen 9- Confirm the results and plan how to keep the improvements sustainable 10- Report event and present findings and results Analysis Brainstorming Implementation Kaizen Event 64
  • 65.
    citoolkit.com citoolkit.com citoolkit.com Tools and Templates Manytools and templates are available to support Kaizen events and help turn Kaizen from an idea into real action. These tools ensure that ideas are captured, progress is tracked, and improvements are measured. Kaizen Event 65 Kaizen Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form PRE-KAIZEN EVENT Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart DURING KAIZEN EVENT Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report POST KAIZEN EVENT Kaizen Follow-Up Sheet
  • 66.
    citoolkit.com citoolkit.com citoolkit.com Tools and Templates KaizenEvent 66 Kaizen Agenda Used to detail the timeline and activity schedule for the Kaizen event Kaizen Event Charter Used to outline the scope, goals, team members, timeline, and success criteria for the event Kaizen Event Preparation Checklist Used to track readiness before the event, including logistics, data, tools, and team availability Kaizen Proposal Form Used to submit improvement ideas in a structured format, often including current condition, proposed solution, and expected benefits Kaizen Activity Sheet Used to captures what improvement activities were performed, when they occurred, how long they took, and what was learned Kaizen Newspaper Used during and after Kaizen events to ensure all identified actions are tracked and completed Kaizen Board Used to track problems, ideas, actions, and improvements in real time Kaizen Progress Chart Used to track and visualize overall progress of a Kaizen event against the planned schedule and milestones Kaizen Report Used to summarizes the Kaizen event, what was done, key changes made, and metrics impacted Post-Implementation Review Used to evaluate the overall success of the event through regular reviews, what worked well, what didn’t and set actions for areas need further improvement Kaizen Event Benefit Matrix Used to evaluate the benefits achieved from a Kaizen event across various performance areas such as safety, quality, delivery, cost, and morale Kaizen Follow-Up Sheet Used to track follow-up actions after a Kaizen event. It lists the follow-up actions, responsible persons, target dates, and progress status
  • 67.
    citoolkit.com citoolkit.com citoolkit.com Where to UseTools and Templates? Kaizen Event 67 Suitable for Kaizen? Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Proposal Form Kaizen Agenda Kaizen Board Kaizen Activity Sheet Kaizen Newspaper Kaizen Progress Chart Kaizen Event Benefit Matrix Kaizen Report START END No Yes Kaizen Post- Implementation Review Kaizen Follow- Up Sheet Other Useful Tools & Templates: • A3 Problem Solving Template • Gemba Walk Checklist • Process Chart Table • Cycle Time / Takt Time Chart • Work Combination Table • Work Balance Chart (Yamazumi) • Capacity Worksheet • Idea Evaluation Matrix • Standardized Work Sheet
  • 68.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Proposal Form KeyAttributes of a Kaizen Proposal Form . . . Kaizen Event 68 KAIZEN PROPOSAL FORM Expected Benefits / Estimated Savings Problem Description Proposed Solution / Idea Title Proposed By Area/Department Date Submitted Suggested Team / Resources Reviewed By Decision Comments + SUPPORTING DOCS Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 69.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event Charter KeyAttributes of a Kaizen Event Charter . . . Kaizen Event 69 KAIZEN EVENT CHARTER Event Title Area/Department Event Date / Duration Daily Milestones Day 1 Day 2 Day 3 Day 4 Day 5 Signatures Problem Statement Goal Statement Expected Benefits Scope / Assumptions Key Metrics Team Composition Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 70.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event PreparationChecklist Plant: Area: Process: Facilitator: Event date: Date: Logistics and Resources ❑ A dedicated meeting room is reserved and available for the entire duration of the event. ❑ All required tools and equipment are ready (e.g., video camera, stopwatch, flipcharts, markers, notepads). ❑ Event schedule is clearly communicated to all participants. ❑ The event aligns with the production schedule and avoids conflicts with extraordinary activities or shutdowns. Team Participation ❑ At least four team members are assigned full-time for the event. ❑ Team composition includes a balanced mix of skills and experience. ❑ Vendors, suppliers, and other relevant plant representatives are available as needed. ❑ Plant manager is available for both the kickoff and debrief sessions. Focus Area and Scope ❑ The scope of the event is clear, focused, and achievable within the planned timeframe. ❑ Objectives and success criteria are specific, measurable, and agreed upon. ❑ Potential risks and barriers are identified and documented. ❑ The expected business impact (e.g., cost, quality, delivery, safety, morale) is estimated and approved by management. Data and Information Readiness ❑ All relevant baseline data (cycle time, defects, downtime, yield, etc.) are collected before the event. ❑ Data collection sheets and measurement templates are prepared for in-event use. ❑ Process documentation (SOPs, work instructions, flowcharts) is available for reference. ❑ Measurement systems for performance metrics are in place Kaizen Event 70 Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 71.
    citoolkit.com citoolkit.com citoolkit.com Preparing for theKaizen Event Specific supplies and toolbox are needed in the area where the Kaizen event is taking place. Kaizen Event 71 Production Areas Basic hand tools, tape measures, timers, scissors, marking tapes, cleaning supplies, safety equipment, carts and bins. All Areas Whiteboards or flip charts, markers, pens, notepads, sticky notes, rulers, cameras, labels, and calculators.
  • 72.
    citoolkit.com citoolkit.com citoolkit.com 8:30 am 10:00 am 11:30am 1:00 pm 2:30 pm 4:00 pm Kaizen Agenda Sample Timetable for an Event. Kaizen Event 72 DAY 1: Kickoff and Study AS-IS • Prepare for the day • Review agenda & logistics • Review objectives • Kickoff and meet the team • Project overview and scope confirmation • Walk the floor • Observe process in action • Review available data / KPIs • Map the current process • waste and inefficiencies • Review standards and customer specs • Quantify performance gap and potential savings • List concerns and improvement opportunities • Create to dos for next day • Wrap up DAY 2: RCA & Develop Solution • Prepare for the day • Complete to dos from previous day • root causes • Brainstorm potential solutions • Develop trial concepts or prototypes • Design new layouts • Design work methods • Conduct initial trials and observe results • Summarize findings, results and issues • Brainstorm and implement countermeasures • Create to dos for next day • Wrap up DAY 3: Implement & Standardize • Prepare for the day • Complete to dos from previous day • Continue trials and evaluate performance • Summarize results and concerns • Implement countermeasures and monitor outcomes • Implement major layout or equipment changes • Build or modify tables, racks, or workstations • Document SOP • Create to dos for next day • Wrap up DAY 4: Follow-up and Close • Prepare for the day • Complete to dos from previous day • Monitor results and verify improvements • Quantify percentage of performance gap closed • Estimated annual savings • Team leader update to plant manager • Prepare presentation • Document remaining action items as -day follow-ups • Conduct Management presentation • Q&A • Close the Kaizen event Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 73.
    citoolkit.com citoolkit.com citoolkit.com Announcing the KaizenEvent The event should be officially announced and communicated to all participants well in advance. Distribute the announcement and relevant information at least one week before the event to ensure everyone has sufficient time to prepare effectively. Event Dates and Duration List of Participants Department / Area / Process Objectives Agenda or Timetable Current Situation / Problem Kickoff Details Expected Benefits Venue / Meeting Room Kaizen Event 73
  • 74.
    citoolkit.com citoolkit.com citoolkit.com Observation Check SheetExample (For a Restaurant) Kaizen Event 74 Work Area and Flow Motion & Ergonomics Materials & Supplies Quality & Defects Safety & Efficiency Data & Measurement ❑ Is the work area organized, clean, and free of clutter? ❑ Are tools, and ingredients stored close to where they are used? ❑ Are storage areas and containers clearly labeled and marked? ❑ Are items arranged in the order of use to support smooth flow? ❑ Is there excessive movement or travel by staff during service? ❑ Do team members need to turn, reach, bend, or wait unnecessarily? ❑ Are both hands used efficiently during tasks? ❑ Can any motions or steps be eliminated or simplified? ❑ Are ingredients, dishes, or tools moved more than once before use? ❑ Can workstations be rearranged to reduce motion or waiting? ❑ Are ingredients and supplies available when needed, without waiting? ❑ Are delivery quantities and containers appropriate for daily use? ❑ Are items easy to handle, unpack, and store safely? ❑ Is there a defined restocking or replenishment routine (who, when, how often)? ❑ How often do quality issues and customer complaints occur, and what typically causes them? ❑ Is there feedback or a system to and fix quality issues quickly? ❑ Are recipes and, standards clearly posted and understood? ❑ Are “good vs. bad” examples or photos displayed for visual reference? ❑ Are there any safety risks (slips, sharp tools, hot surfaces) in the current layout? ❑ Are paths clear for safe and efficient movement? ❑ Are equipment and tools in good working condition and easy to access? ❑ Are standard operating procedures or checklists visible and followed? ❑ Has cycle time or order lead time been measured (e.g., 10–15 samples)? ❑ Is the restaurant’s takt time (rate of customer demand) understood? ❑ Are performance metrics tracked (service time, waste, customer satisfaction)?
  • 75.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Activity Sheet Captureswhat improvement activities were performed, when they occurred, how long they took, and what was learned (a record of the Kaizen process). Improvement Activity Time Taken Responsible After Results Notes Completed? Introduced a color-coded labeling system to prevent errors and speed up selection 30 minutes Jamal Reduced order errors from 3 per day to 0.5 per day after one week Staff initially got confused Yes Kaizen Event 75 Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 76.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Board A visualmanagement tool commonly displayed in the team area to monitor problems, ideas, action progress, and ongoing improvements in real time. Kaizen Event 76 Used to keep improvements visible. It can be either physical or digital. Focuses on team engagement and making continuous improvement a regular part of daily communication. Could include sections like “To Do,” “In Progress,” and “Done.” Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet KAIZEN TO DO IN PROGRESS DONE Remove when impact observed
  • 77.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Newspaper Used torecord and track improvement actions, responsible owners, and completion status during and after a Kaizen event. Action Problem / Observation Cause (if known) Responsible Due Date Verification / Follow-up Status Create standard procedure for lost and found handling Items misplaced due to inconsistent process among shifts N/A Kamal Oct 22 Draft SOP pending review with security team In progress Kaizen Event 77 Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 78.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Progress Chart Usedto visually track the completion status of major Kaizen milestones and activities compared to the original schedule. Milestone Improvement Activity Planned day Actual vs. Planned Progress % Status Notes Define Problem & Objectives Day 1 Study the process Day 1 Map Current State Process Day 2 Analyze root causes Day 2 Brainstorm improvement ideas Day 3 Evaluate options based on impact and feasibility Day 3 Kaizen Event 78 Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 79.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Report After theevent, a Kaizen report should be prepared to summarize what was accomplished, the improvements made, and how the gains will be sustained. The report may include . . . Kaizen Event 79 Initial condition and solution description Benefits and key results from the event Before-and-after photos Charts and process maps It can be shared across the organization to encourage learning and the application of similar improvements. Management should review the report, approve the changes, and formally recognize the team for their contributions. Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 80.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Report Key Attributesof a Kaizen Report . . . Kaizen Event 80 KAIZEN REPORT Benefits and Key Results Before photos After photos Process Area/Department Originated by Validated by Initial condition Solution Description Next Steps / Standardization Root Cause
  • 81.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Report Example KaizenEvent 81 Title Modified Trousers Process Initial Condition Root Cause: Solution When a machine requires adjustment, maintainers typically carry a heavy toolbox. In some cases, they carry tools by hand, often forgetting or dropping some, resulting in wasted time and extended machine downtime. Maintainers do not have a convenient way to keep essential tools on hand during maintenance activities. All maintainers were provided with modified trousers equipped with two side pockets to hold their most frequently used tools. Benefits Before / After Comparison Next Steps •Maintainers always have essential tools readily available. •Eliminated the need to carry heavy toolboxes for minor adjustments. •Improved ergonomics and reduced physical strain. •Decreased machine downtime due to faster tool access. •Standardize the modified trousers as part of maintainer uniform. •Periodically review tool lists to ensure pocket capacity meets needs. •Share the improvement as a best practice across maintenance teams. Originated By Submitted By Contact Details Department Plant Division
  • 82.
    citoolkit.com citoolkit.com citoolkit.com Post and Share Theresults of Kaizen events should be documented, shared, and visibly posted at the end of the event to communicate achievements, lessons learned, and next steps to all employees. A variety of ways to share Kaizens including: Kaizen Event 82 http://www.clker.com/cliparts/g/k/S/M/U/0/bulletin-board-hi.png Management should recognize and thank the team for their dedication and collaboration, celebrating the success of the Kaizen event. Public display boards Emails The Intranet
  • 83.
    citoolkit.com citoolkit.com citoolkit.com Kaizen Event andBest Practices Kaizen event reports help turn improvements into lasting best practices. The most effective ideas and methods should be reviewed and shared so they can be replicated in other lines or departments. This way, every Kaizen event helps the whole organization keep improving and learning together. Kaizen Event 83
  • 84.
    citoolkit.com citoolkit.com citoolkit.com Post-Implementation Review Kaizen Event84 Kaizen event name: Successes to date: - - Shortcomings to date: - - Action items to overcome shortcomings: - - Key metrics: - - Follow-up items: Action Owner Target date Kaizen Newspaper Kaizen Board Kaizen Activity Sheet Kaizen Progress Chart Kaizen Event Benefit Matrix Post-Implementation Review Kaizen Report Kaizen Event Charter Kaizen Event Preparation Checklist Kaizen Agenda Kaizen Proposal Form Kaizen Follow-Up Sheet
  • 85.
    citoolkit.com citoolkit.com citoolkit.com Further Information –Related Definitions Kaizen Event 85 The ongoing, small-scale continuous improvement activities performed by employees as part of their regular work rather than as part of a formal Kaizen event. Daily Kaizen A short, intensive improvement event (typically 1–3 days) focused on achieving rapid, high- impact results through immediate action and minimal analysis targeting quicker wins. Kaizen Blitz A management-led improvement activity where leaders study their own processes to problems, develop solutions, and strengthen their capability in continuous improvement. Jishuken A person who makes a significant contribution to the successful implementation of Kaizen activities, driving continuous improvement and inspiring others to participate. Kaizen Champion
  • 86.
    citoolkit.com citoolkit.com citoolkit.com Some companies implementKaizen through the PDCA cycle, which involves planning improvements, testing potential solutions, checking results, and implementing the best solution. Further Information – Using the PDCA for Kaizen Events Kaizen Event 86 P D A C • Define the objective of the Kaizen event • Analyze the current situation • key problems • Establish performance targets • Assign responsibilities for planned activities • Test potential solutions and improvement ideas • Monitor progress and collect relevant data • Gather team observations and feedback • Implement on a full scale • Standardize and document the new methods • Integrate improvements into the organization’s system • Sustain and monitor the improved process over time • Evaluate achieved results • any unexpected issues • Compare actual outcomes to objectives and targets • Determine what adjustments or refinements are needed Other companies may use the DMAIC approach to conduct Kaizen events.
  • 87.
    citoolkit.com citoolkit.com citoolkit.com Further Information –Using the DMAIC for Kaizen Events Kaizen events, when practiced in the Lean spirit of continuous improvement and guided by the rigor and discipline of DMAIC, create a structured path for problem solving, learning, and driving lasting value for customers. As you move from right to left, the time, scope and complexity of the improvement opportunity increases, and so do the potential benefits. DMAIC Problem-Solving Variation Reduction Kaizen Streamline and Waste Removal Just Do It Quick Wins Kaizen Event 87
  • 88.
    citoolkit.com citoolkit.com citoolkit.com Further Information –Kaizen Works within DMAIC Kaizen can also be integrated within the DMAIC process. The following illustrates DMAIC phases with key Kaizen touchpoints. Kaizen Event 88 Low Hanging Fruits? Measure Analyze Define Improve Control Kaizen Low Hanging Fruits? Kaizen Low Hanging Fruits? Kaizen Yes No Yes No Yes No
  • 89.
    citoolkit.com citoolkit.com citoolkit.com Further Information –Using Kaizen Events After Other Tools Kaizen Events work particularly well after completing these activities . . . Use Kaizen Events to address specific improvement opportunities identified in the value stream map. Value Stream Mapping After mapping the current process, use Kaizen Events to redesign and enhance workflow efficiency. Process Mapping Use Kaizen Events to focus efforts on the most significant problems identified through Pareto charts. Pareto Analysis Once root causes are identified, apply Kaizen Events to develop and implement effective solutions. 5 Whys Analysis Kaizen Event 89
  • 90.
    citoolkit.com citoolkit.com citoolkit.com Further Information –Kaizen versus Kaizen Events Kaizen is often confused with Kaizen Events, but they are not the same. Kaizen Event 90 Kaizen Events Is a part of improving a process Bottom-up A regular event / activity Brings rapid solutions as needed Lasts for only a short period of time Kaizen (Program) An improvement process Top-down An approach / strategy Brings in incremental change Ongoing, never-ending process Focus on everything Focus on one part of the process Performed by all Performed by a kaizen team
  • 91.
    citoolkit.com citoolkit.com citoolkit.com Further Information –Kaizen Team Ground Rules Kaizen Event 91 Respect everyone’s ideas and opinions Everyone has an equal voice Stay positive No question is a bad question Speak up There is no rank Be open to change Promote a blameless environment Support your teammates Let facts guide decisions Understand, then act Focus on solutions Stay engaged Keep the momentum going after the event Be on time
  • 92.
    citoolkit.com citoolkit.com citoolkit.com Further Information -Embracing Learning If a solution doesn’t work, it’s okay. Learn from it and try again with a changed approach. Kaizen Event 92 What truly matters is learning from the experience, understanding why it didn’t work, and using those insights to refine your next approach. Continuous improvement is not about perfection on the first try. It’s about persistence, reflection, and steady progress toward excellence.
  • 93.
    citoolkit.com citoolkit.com citoolkit.com Further Information -When to Avoid Kaizen Events 1. The problem is too large or complex for a week-long effort. 2. When the root cause is unknown. 3. The process is constantly changing or unstable. 4. You need extensive research or data collection before making changes. 5. The problem requires significant capital investment. 6. The problem requires technology changes. 7. When the problem is mainly cultural or behavioral. 8. When there is no process owner or accountability. 9. When management or key stakeholders aren’t committed or engaged. Kaizen Event 93
  • 94.
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