Conducting Kaizen Events 260

This class describes the sequence of steps for conducting kaizen events and explains common areas for process improvement.

Class Details

Class Name:
Conducting Kaizen Events 260
This class describes the sequence of steps for conducting kaizen events and explains common areas for process improvement.
Number of Lessons:
Additional Language:
Related 2.0 Class:
Conducting Kaizen Events 191

Class Outline

  • Objectives
  • Kaizen vs. Kaizen Event
  • Benefits of Kaizen Events
  • Obstacles to Kaizen Events
  • The Purpose of a Kaizen Event
  • Who Should Participate?
  • Cultural Considerations
  • Choosing a Target
  • Preparing for a Kaizen Event
  • Training
  • Setting Goals
  • Assessment Tools
  • Planning Tools
  • Beginning an Implementation Plan
  • Assigning Tasks and Implementing the Plan
  • Follow Up
  • Kaizen Event Example: Base Ring
  • Kaizen Event Example: Rivet Starts
  • Kaizen Event Example: Washer Improvements
  • Summary


  • Describe a kaizen event.
  • List the benefits of kaizen events.
  • List the possible obstacles to kaizen events.
  • Describe the most common reason for holding a kaizen event.
  • Identify key participants in a kaizen event.
  • Describe methods of encouraging employee support for a kaizen event.
  • Describe how kaizen events are usually targeted.
  • Describe typical preparations for a kaizen event.
  • Describe the purposes of training before and after a kaizen event.
  • List common goals of kaizen events.
  • Describe the purpose of assessment tools in kaizen events.
  • Identify common planning tools used in kaizen events.
  • Compare lean implementation tools with different company lean practices.
  • Describe effective ways to carry out a kaizen implementation plan.
  • Describe effective methods of follow up to kaizen events.
  • Identify the positive results in the kaizen event example.

Job Roles


  • MSSC Quality Practices and Measurement


Vocabulary Term Definition
assessment tool A device or activity, such as a chart, report, or brainstorming session, that helps the kaizen team determine the state of the process either before or after the event.
brainstorming An activity in which an individual or group rapidly lists ideas, problems, or solutions. Brainstorming lists are usually generated as multiple responses to a particular question.
cellular manufacturing A specialized grouping of people, machines, tooling, and materials. The purpose of a cell is to efficiently produce small batches of parts.
cross-functional team A group of people from different departments and with differing areas of expertise who work together to define and implement changes to a manufacturing process.
Five S A targeted list of activities that promotes organization and efficiency within a workspace. The Five S terms are sifting, sorting, sweeping, standardizing, and sustaining.
future state The improved condition for a process. A future-state flow chart maps out the manufacturing process as it should be, with all possible flaws and errors eliminated.
future-state flow chart A graphical representation of the improved condition of a process. A future-state flow chart maps out the manufacturing process as it should be, with all possible flaws and errors eliminated.
implementation plan The sum of all the planning tools. The implementation plan is based around the future-state map and should include the goals, to-do lists, and other devices that will help improve the process.
kaizen A Japanese word that means "change for the better." Kaizen is a method of continuous improvement that requires everyone in the company to seek out and eliminate waste and errors.
kaizen event A multi-day, hands-on event that targets a particular problem area within a company. Kaizen events result in dramatic changes carried out by a cross-functional team.
level and balance A method of breaking tasks down into steps that are redistributed until each task requires the same amount of time for completion.
metric A measured variable that is tracked and can be used to detect errors or variation and make improvements.
planning tool A device, such as a process map, that helps the team determine how to improve the existing process.
pokayoke A Japanese term meaning "mistake proofing." An example of pokayoke would be a machine designed so that parts can be fixtured only in the correct position.
present state The current condition of a process. A present-state flow chart captures all the details of a manufacturing process just as it is at the moment the chart is produced, including any flaws or errors.
process flow chart A visual representation of the steps required to manufacture a product.
process map A flow charting method that uses general symbols and arrows to show the flow of the manufacturing process.
root cause analysis A study to determine the original cause of a problem. Asking the question "Why?" over and over is a simple form of root cause analysis.
setup reduction A lean effort that uses standardization to reduce the time it takes to perform retooling.
spaghetti diagram A flow charting method that uses a continuous line to trace the path of a part through all phases of manufacturing. Spaghetti diagrams expose inefficient layouts and large distances traveled between steps.
statistical tool A device, such as a chart, that compares numerical data. For example, a statistical tool might track the number of errors produced in a three-month span.
supplier An organization that provides a product to a company. Products are often passed in a chain, from the supplier to the company to the customer.
total productive maintenance A manufacturing improvement method that increases production and reduces waste through continuous attention to the condition of machines and processes. TPM's main goal is to maximize equipment usefulness across its lifespan.
value stream map A sophisticated flow charting method that uses symbols, metrics, and arrows to help visualize processes and track performance. This method helps determine which steps add value and which do not.