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What
Is A Kaizen Blitz?
The
Kaizen Blitz (or Kaizen Event) is a focused, short-term project to
improve a process. It
includes training followed by a analysis, design, and, often, re-arrangement
of a product line or area. Process
and Value Stream Mapping are important tools. The
usual Kaizen Event takes 2-10 days.
Significant
resources such as Engineering and Maintenance must be
available. Cell Operators are part of the team. A consultant often
orchestrates the "Blitz".
Advantages
of The Kaizen Blitz
Following
von Clausewitz' principle of "concentration" it focuses
all resources towards a narrow and specific objective. The
intensity and urgency overcomes the intellectual resistance to a new
paradigm. People have little time to think of reasons for
delay. It forces solutions.
The
execution is dramatic. The results are significant, clear and quick.
This generates enthusiasm and satisfaction. The Blitz is
a great introductory tool for Lean Manufacturing and its components
of Rapid Setup and Workcells.
Dangers in The
Blitz
-
The
training, for a a Blitz is necessarily superficial. There
is insufficient time for deep learning of principles, tradeoffs, and
design methodology.
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The
Blitz does not allow time to develop important corollary elements of
Lean Manufacturing. Total Quality management, for
example, takes time to introduce and produce results. Teams take
months or years to properly develop. These are often forgotten in
the afterglow of an event.
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The
overall process may suffer. These events focus on
localized areas, and As Goldratt said, "A system of local
optimums is not an optimum system." It can result in
islands of productivity within a factory that, overall, is a
mess.
-
A
Kaizen Blitz
is not a substitute for Manufacturing Strategy. Like the infamous
1941 Blitz at Pearl Harbor, a successful tactic can lead to ultimate
disaster without sound underlying strategy.
Where
and when is the Blitz OK?
-
At
the beginning of Lean Implementation to shift
paradigms and quickly demonstrate results.
-
When
an experienced practitioner identifies a
simple, independent family of products and processes
that fit the slogans and edicts.
-
When
the event is part of a well thought out
Manufacturing Strategy.
Our
series on Implementation shows
how to think through the systemic
and strategic issues of lean. It
can help avoid the dangers of over-reliance on Kaizen Events.
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Targets For A Blitz
Originally, Kaizen Events targeted a single work area or single
product that might have no more than 20 or so people. Because the
scope and scale were limited, the event
included rearrangement and implementation of the the
various improvements. Kaizen events were used for:
We have also had success with Kaizen
events that address problems having much
larger scale and scope. In one instance, this involved a
national company with 20,000 employees and about 10 semi-autonomous
divisions. Their problem was that it took 90 days to install a
particular product while their competitors required only a few
weeks. A team of 30 people from all regions and from ten separate
functional areas developed solutions that drastically cut their
installation time.
Summary
Rommel,
Patton, MacArthur, Hap Arnold, and all military leaders who enjoyed
long-term success trained their troops intensely. No matter how
colorful their personalities and tactics, they knew that training,
learning, and competence is the real basis of success for any
organization.
Kaizen Case
Studies
Kaizen
Success In Electric Heaters
Kaizen
Success In Heavy Machining
Blitzing
To Disaster
Kaizen
Overdose
Related
Articles
Kaizen-
What Does It Really Mean?
Rationalized
Workcell Design
Implementing
Lean Manufacturing
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