Kaizen Events and how to implement them
Because Kaizen is usually an event in itself, discussing the meaning and implementation of kaizen in a business setting, this book is both aptly titled as well as targeted. Making the kaizen event even more “kaizen-like” in it’s makeup is the direction of this writing by Geoffrey L. Mika.
The 292-page book begins with the history of kaizen, laying an impressive foundation and understanding of the roots of kaizen, meandering through about 30 pages discussing and presenting the various elements of kaizen.
Only then, after having built out a good understanding of the ins and outs does Mr. Mika then begin to actually get into the initial purpose of the book – to outfit the reader with a strong and useful manual for implementing a kaizen event.
Kaizen Event Implementation Manual
Geoffrey L. Mika, published 2006, 228 pages
Originally used by Toyota, kaizen is a results-oriented tool that fosters continuous improvement. In the United States, kaizen is usually an event of from three to five days in duration.
It is comprised of intensive improvement activities directed at specific areas of a business. The main goal of kaizen is the elimination of non-value-added activities (waste) through the implementation of one-piece flow, working to takt time, and instituting a pull system.
The mantra is to manufacture only what is needed by the customer, when it is needed, and in the quantities ordered. Kaizen has been shown to collapse lead times, dramatically reduce work in process, and reduce scrap and defects while minimizing the need for capital expenditures. Its successful results across industry are real, proven, documented, and confirmed!
The first step to implementing kaizen in any organization is to provide training on the Toyota Production System (TPS). The “Kaizen Event Implementation Manual,” Fifth Edition begins with this never-before documented training material, but goes further to explain why the TPS tools, including kaizen, must work in tandem with a new way of thinking to bring about cultural change. By thinking “lean” and applying kaizen, everyone in the organization is empowered to eliminate waste, in all of its forms, at all levels, all the time.Flexibility, simplicity and the quest for constant improvement become the driving goals.