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Lean thinking is increasingly being applied in manufacturing and service industries worldwide.
At the center of the Lean movement is a unique team-based rapid improvement methodology
known as the Kaizen Blitz. What is a Kaizen B litz, and how does it fit into the strategy of
transformation into a Lean Enterprise?
Kaizen comes from the Japanese word meaning ‘improvement’. The character ‘kai’ means
“to change”, “to modify”, or “to convert”. The character ‘zen’ means “good”, “right” or “virtue”.
Kaizen involves looking at the current state of a process, separating value-added from waste
and “making it right” by using Lean principles to leaving out the waste and rebuilding a better
process.
kai zen
“change” “good”
The word ‘blitz’ comes from German and means ‘lightning’. Paired with kaizen, it means
‘lightning fast improvement’. Think of a Kaizen Blitz team as the defensive line of a football
team ‘blitzing’ the quarterback (the 7 wastes) of an opposing team, rapidly crushing them out
of existence.
Although kaizen comes from Japan, in Japan the ‘Kaizen Blitz’ is far from common. Most
Japanese companies have some form of teian system (Kaizen Idea Suggestion S ystem) in
place, or have conducted kaikaku whereby the entire company is rapidly converted based on
a model of an ideal future state (such as the Toyota Production System). But few follow the
Kaizen Blitz approach. This is due to the unique Japan-U.S. connection of the Kaizen Blitz.
Lean Enterprise
Transformation Kaizen Idea
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Suggestions
Kaizen Blitz
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The Kaizen Blitz originated from the ‘jishuken’ or “autonomous study” workshops conducted
by Taiichi Ohno and his Toyota Autonomous Study Group. This group was managers and
engineers from Toyota Group companies who supplied Toyota . The companies in the
Autonomous Study Group would take turns hosting these one-week long rapid improvement
activities. These “study groups” (doing what we call Kaizen Blitz today) were led by Taiichi
Ohno, the architect of the Toyota Production System.
The Kaizen Blitz was introduced to the world by Norman Bodek, who during his 60 trips to
Japan over the past 20 years met and translated the works of most of the Japanese kaizen
masters. Norman met and worked with both Taiichi Onho and Shigeo Shingo, and when
members of Ohno’s Autonomous Study Group formed the Shingijutsu consulting company,
Norman brought them to the United States. Their approach to rapidly transforming an area
of the factory from batch to one-piece flow came to be called ‘Kaizen Blitz’ by Americans.
Today the Kaizen Blitz is used by teams across the world to rapidly and dramatically improve
quality, productivity, on-time delivery, safety, inventory turns, changeover times, and overall
flow of work.
Kaizen Blitz events are most successful when they are part of a kaikaku, or an overall Lean
Enterprise Transformation strategy. While point-by-point kaizen can be useful, sustained and
significant improvement requires a bold vision o f the future state and a roadmap to achieve
that transformation. For most manufacturers, Lean Enterprise Transformation means
implementing the principles of the Toyota Production System as faithfully as possible in their
factory and support functions.
Ideally the role of the Kaizen Blitz in an overall Lean Enterprise Transformation is that of a
driver of change. In a Lean Enterprise Transformation, the culture and operating system of
an entire organization is transformed, piece by piece. The Kaizen Blitz provides the regular
boost to convert parts of the factory or office from traditional methods to Lean methods in a
way that is rapid yet sustainable.
The speed of the Kaizen Blitz (days or weeks) is important to a Lean Enterprise
Transformation. When people witness the improvements made to both profitability and
quality of work life through kaizen, they ask “When are we going to kaizen my area?” They
want to be next. With the standard pace of change of many improvement i nitiatives of the
past (months or years) the enthusiasm and motivation can be lost, but with the Kaizen Blitz
approach this excitement helps change the culture.
The team-based approach of the Kaizen Blitz is essential to building ownership, buy-in, and
alignment between different functions and levels within an organization. As improvements
are made on the Gemba (actual pace of work) involving the people who do the work and
those who support them, solutions tend to be fact based, realistic, and useful to those
involved. This is a key to sustainability.
What exactly happens during a Kaizen Blitz? It is typically a 5-day event, sometimes
reduced to 3 days if the scope is limited. As the name ‘blitz’ implies, the emphasis is on
speed and action. We experienced “weekend blitzes” where a 3-day weekend is used to
rapidly redesign and rearrange the factory floor and minimize downtime. If many of the
changes can not be implemented, or at least tested during a 5-day period, the scope may be
too broad or inappropriate for a Kaizen Blitz.
One note of caution is that team members should not expect to get their normal jobs done
during a Kaizen Blitz. The kaizen activity is a full-time job, often lasting late into the night in
order to implement the changes in 5 days. One question we often hear is “How do we
improve while still getting our jobs done?” There are several strategies that we recommend
for this:
1) Assign a back-up person to cover for you. This may require working ahead in some
areas, using overtime, or temporary labor. The savings achieved through kaizen more
than make up for the extra effort invested upfront.
2) Come in early, stay late. This is particularly effective for knowledge work,
management, and office functions which may not be as directly linked and paced by
their downstream process as production positions are.
3) Perform your job as part of the kaizen. If you are lucky enough to be the process
owner for the area targeted for the Kaizen Blitz, you will most likely spend time
demonstrating the process, trying new methods, and generally getting the job done so
the team can observe you and brainstorm improvement ideas.
The Kaizen Blitz is an extremely effective way to execute rapid improvement, but teams can
get bogged down during a kaizen week. The most common causes are when important
questions go unanswered, discussions go on too long, or the teams are defeated by too
many “can’t” and “won’t” statements. In order to maintain momentum during a Kaizen Blitz,
follow these ground rules:
1) The team leader tracks down answers to questions while the team members works on
tasks
2) Put it on the Kaizen Newspaper for later review when you run into tough problems
3) Replace “can’t” with “can if” and “won’t” with “will if”
In a typical 5-day Kaizen Blitz process, the day by day activities are as follows:
As we can see, the emphasis is on action. Team leaders and facilitators must always
challenge the team members by asking “What can we do today?” so that every improvement
possible is implemented, tested, and refine while the team is focused on the process.
As the great coach Joe Paterno said, “The will to win is important, but the will to prepare is
vital”. This is most true for successful Kaizen Blitzes. Tremendous results can be had in 5
days of focused kaizen activity, but this does not come without a lot of preparation and
planning. There are 4 key aspects to preparing for a Kaizen Blitz:
A properly targeted Kaizen Blitz will improve profitability, improve the quality of work life, and
address one or more of management’s pressing concerns. Because the emphasis is on
implementation during the week, it is important to define a scope that is not too broad.
As you define the scope, you will also be able determine the resource you will need to have
“on-call” such as engineering, maintenance, information systems, etc.
There are a wide variety of metrics that can be used for the results of a Kaizen Blitz. These
include:
- Space
- Walking distance
- 5S score
- Safety incidents
- Productivity (e.g. revenue per person per hour)
- Inventory
- Quality
- On-time delivery
The best metrics are those that can be directly linked to reduced cost or added revenue.
While space has a value, the space saved is not cost saved unless you can stop paying for
the cost of renting or owning it. Likewise inventory reduction can be realized as a balance
sheet improvement, but the actual carrying cost savings may be harder to see. The most
effective metrics are related to productivity or direct expense items such as poor quality,
expedite charges, consumables, or lost time.
Having good metrics is also essential for allowing teams to understand ROI (return on
investment) decisions. In the rare case where capital is required to make a significant
This communication takes place not only during the planning and preparation phases of the
Kaizen Blitz but during the daily review “4 o’clock” meetings, where management is asked to
approve changes and remove obstacles to the team’s progress.
In addition to the management team, stakeholders include support resources that will enable
rapid improvement during and after the Kaizen Blitz. These people can be engineers,
mainte nance, information systems, accounting, or practically any function. It is important to
communicate with them ahead of time so that expectations of the level of support required by
these “on-call” resources are clarified. Also, many times these resources will have insights
It is a good idea to have a mix of personalities on the team so that you don’t have a room full
or leaders or a room full of followers. Include a skeptical person or a person who needs
convincing. Include an early adopter or kaizen enthusiast. There are many profiling tools for
effective team building, and we recommend relying on these to ensure effective team
dynamics.
Based on studies of team group interaction, individual teams should be kept to no more than
5 people in size. You may wish to have multiple sub-teams of up to five working on different
parts of a project during a Kaizen Blitz week. In setting the team size, consider also the
limitations of your training or meeting rooms and the impact of dedicating these resources for
a full week.
In addition to a skilled and experienced facilitator to lead these Kaizen Blitz teams, each
team or sub-team should have a team leader to keep the team focused and working
effectively. The role of the team leader is not to give all of the ideas or the final solution. The
team leader’s main roles are in keeping the entire team from being derailed or distracted.
This requires the ability communicate with stakeholders and pull the resources available to
get things done.
After a successful Kaizen Blitz, many good ideas have been implemented, but many
challenges remain. The main theme of these challenges is how the people in an
organization view the Kaizen Blitz, and their roles in supporting and sustaining it. It is
ultimately a question of the culture of the organization.
There are four possible outcomes from a successful Kaizen Blitz event:
On a more practical level, the trouble with “point solutions” or improvements at a local level
that are not expanded upstream and downstream is that they are not effective over the long
term. The Kaizen Blitz must drive improvements across a value stream, so that changes are
implemented and sustained on a systemic level rather than a process level. The goal of
kaizen is to reduce waste and variability, set new standards, and ‘raise the bar’ for process
performance and supporting actions of the people in the organization. You can only say that
you are building a culture of continuous improvement when an improvement is made in only
area, recognized as a better method and adopted in other areas.
Kaizen is a people and cultural issue, not a tool issue – certainly you must have a strong
understanding of Lean principles based on the Toyota Production System in order to
succeed. But the technical tools are not enough. In practically every company in every
country we work with, the question comes us “It works for the Japanese, but how can we
make kaizen work in our culture?”
To understand why kaizen has been so successful in so many companies around the world,
it is important to understand that it is a people-centric system. None of the principles or tools
of Lean are complicated or difficult to understand. Many of the ideas may be hard to believe
(the huge amount of waste in every process) or counter-intuitive (the superiority of one -piece
flow). However, most organizations stumble in their Lean Enterprise Transformation
because of a lack of vision and a culture to support it.
The best way to make sure that the results of a Kaizen Blitz are sustained is to make them
matter to the people who are responsible for sustaining it. These people may be the workers,
the supervisors, the support functions, the managers, the executives, or all of the above. By
improving profitability, you are creating job security. By improving the quality of work life, you
are creating job satisfaction. Doing this for every level in the organization with every kaizen
is the key to sustaining results.
The following are typical results of a Lean Enterprise Transformation driven by Kaizen Blitz
activities:
As teams learn to work together and rapidly make decisions based on Lean principles, this is
translated into their Daily Management practices. By using the Kaizen Blitz to build
teamwork, we often find teams empowered to take over their own management functions
such as scheduling, purchasing, and hiring of new team members.
Jon Miller is President of Gemba Research. Jon is fluent in Japanese and English, and
spent 8 years studying with the Japanese masters of Kaizen and the Toyota Production
System. He co-founded Gemba Research in 1998, a Lean Enterprise consultancy that has
helped 84 companies across 12 industries achieve breakthrough results. He earned a BA
with distinction in Linguistics from McGill University, Montreal Canada. Jon often uses his
bilingual skills to host the Japan Kaikaku Experience where clients witness the power of
Kaizen and TPS in action.
Contact Info
Phone: 425-356-3150
Fax: 425-348-7234
jon@gemba.com
www.gemba.com