A framework for designing, managing, and improving Kaizen event programs

Abstract

Purpose -The purpose of this paper is to introduce a framework for the design and management of a Kaizen event program where short-term improvement projects (Kaizen events) are systematically used to introduce rapid change in targeted work areas, often relying on lean work system principles. Design/methodology/approach -To develop the framework and the assessment approach, a comprehensive literature review and a field study of Kaizen event programs in three organizations were conducted. To illustrate the potential usefulness of the framework and the assessment approach, this paper presents a case study of how the framework was applied to design and improve a Kaizen event program in the Belgian Armed Forces. Findings -Use of the framework as a design and assessment tool appeared to make the Kaizen event program more effective in the case study organization. Specific areas of improvement identified included: clearly defining event goals, scheduling extended follow-up activities, defining measures to track results, assigning roles for Kaizen event evaluation activities, and sharing lessons learned in areas of the organization outside the work processes targeted by Kaizen events. Originality/value -With the increased use of lean work system practices in recent years, many organizations are using Kaizen events to rapidly introduce change and to create a culture of continual improvement (or kaizen). However, organizations lack systematic, research-based guidance on how to best design and implement Kaizen event improvement programs and how to best assess results. The proposed framework attempts to address these gaps.

Kaizen Event Result Sustainability for Lean Enterprise Transformation

“…Scholars emphasize a balance between planning, monitoring, and execution practices to support enterprise transformation (Van Aken et al, 2010;Van Aken, Van Goubergen, and Letens, 2003). Based on the model, one could suggest that executing several learning and stewardship practices would compensate for this negative effect and that event planning process and performance review activities should be adequate, but not excessive, to support result sustainability.…”

Research Aspects for Methodology Design

“…However, as established before, the is highly dependent upon the nature of the case, its aims and objectives and it's the prerogative of the researcher to select the most feasible solution [5]. The tools of this research approach include case studies in which open ended questions are asked from the participants, which may be transformed into semi structured questionnaires and a few structured questions to ensure reliable responses from the respondents, therefore limiting data falsification [1, [24][25][26][27]. For the data analysis, the strategies like interpreting data into codes and themes and interpreting, visualizing and describing the data in the qualitative form is very common in this strategy.…”

Características demográficas y su influencia en la planeación estratégica del proceso de mejora continua

“…Uno de los procesos que ayuda a la innovación, es el proceso de mejora continua el cual se ha comprobado que no es sostenible a lo largo del tiempo en muchas empresas [1]. Otros estudios que evalúan el éxito del proceso de mejora continua muestran evidencia de una cultura de aprendizaje débil que conduce a luchas durante el cambio organizacional en la implementación del proceso de mejora continua [2] [4]. El hecho que este proceso se puede mantener a lo largo del tiempo se convierte en uno de los retos más importantes con respecto a la innovación en las organizaciones.…”