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Abstract
This paper describes the development of a model of Kaizen event effectiveness, based on related bodies of knowledge, as well as on published (primarily anecdotal) accounts from the Kaizen event literature and on pilot research. While Kaizen events appear to be increasingly popular, published guidelines for event design are not based on empirical research, and it is not clear what relationship exists between the numerous design suggestions and event outcomes. The paper concludes by presenting a design for testing the model through a multi-site field study.
Keywords
Lean manufacturing, continuous improvement, kaizen blitz, rapid change
1. Introduction and Background
Recent evidence suggests that Kaizen events are becoming increasingly popular [1] - [4] as a method for targeting improvement both in business performance (e.g., lead-time, floor space, work in process (WIP), defect rate, etc.) and in employee knowledge, skills and attitudes (KSAs). A "Kaizen event" is a short-term (generally weeklong or shorter), team-based improvement activity focused on eliminating waste in and increasing the performance of a specific process or product line, through low cost, creativity-based solutions (e.g., see [2], [5]). Kaizen events are often associated with the implementation of lean production practices ([6], [7]) and often employ lean concepts and tools - such as single minute exchange of die (SMED), value stream mapping (VSM), work standardization and spaghetti diagramming ([1] - [3]). In addition to improvement in the target process or product, a second goal of Kaizen events is to develop the underlying human resource support - the employee KSAs - needed to create an organizational culture focused on continuous improvement in the long-term ([2], [8], [9]).
Despite their popularity and apparent potential for creating organizational improvement, there is a dearth of systematic research on Kaizen event effectiveness. The few research articles currently examining Kaizen events focus primarily on describing and defining Kaizen events (e.g., [2]), rather than on building theory to explain their effectiveness. The majority of the current Kaizen event literature is focused on anecdotal results from companies that have implemented Kaizen events (e.g., [8], [10]) and untested design recommendations from individuals and organizations that facilitate Kaizen events (e.g., [9], [11]). There is no systematic, empirical evidence of what sort of Kaizen event designs may be most effective for achieving positive business...