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Kaizen Facilitator: How to Manage a Kaizen Event for Maximum Results and Effective Organizational Change
Despite the widespread popularity of kaizen and its documented benefits to organizations, kaizen can be difficult to implement within an organization. Like any management initiative, kaizen demands organizational stakeholder support, as well as a motivated workforce to enjoy success. But the true key to successful implementation of a Kaizen Event is the ability of the Kaizen Facilitator to organize and implement a deliberate and quantifiable plan of action to improve organizational effectiveness.
In this report, you will discover the basic tools the Kaizen Facilitator uses to facilitate quantifiable analysis of problems and proposed solutions.
The concept of kaizen, or continuous improvement, represents the tip of the quality initiative iceberg. Whether you are running a manufacturing plant, family business, or making hamburgers, kaizen can help you identify and correct processes within your organization. The bottom line is that kaizen will add value to what you do by improving your product quality and reducing operational costs. However, like any tool, its effectiveness is limited by the skill and experience of the user.
“The Kaizen Facilitator” includes a navigable table of contents and extensive research notes, and has been formatted for easy reading on your Kindle, Kindle PC, or mobile Kindle app.
In this report, you will discover the basic tools the Kaizen Facilitator uses to facilitate quantifiable analysis of problems and proposed solutions.
The concept of kaizen, or continuous improvement, represents the tip of the quality initiative iceberg. Whether you are running a manufacturing plant, family business, or making hamburgers, kaizen can help you identify and correct processes within your organization. The bottom line is that kaizen will add value to what you do by improving your product quality and reducing operational costs. However, like any tool, its effectiveness is limited by the skill and experience of the user.
“The Kaizen Facilitator” includes a navigable table of contents and extensive research notes, and has been formatted for easy reading on your Kindle, Kindle PC, or mobile Kindle app.
51 pages, Kindle Edition
First published June 1, 2012
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Displaying 1 - 2 of 2 reviews
July 16, 2017
Good little book
Great introduction to kaizen events, there strengths and weaknesses and how to problem. Excellent easy to follow case studies aid the learning.
Great introduction to kaizen events, there strengths and weaknesses and how to problem. Excellent easy to follow case studies aid the learning.
August 11, 2015
Was not a fan. Maybe I missed something.
I am not a Lean purist that feels there are hard lines between lean and other improvement methods (6 sigma & TOC) and that one is vastly superior to another, but Kaizen as taught by authors outside of the business world such as Dr. Robert Maurer means small incremental changes. This thought was never mentioned in the book or if it was it was so brief that it got swallowed up. The book is called "Kaizen Event" yet over half the book is discussing 6 sigma tools. Maybe it's narrow mindedness but I consider Kaizen - Lean not TOC, not 6 sigma. I very much would have preferred if the author called this "Improvement Event" as I frequently use statistics, just not during kaizen.
I understand in the business world being able to demonstrate results is the lifeline to the company and the author does a good job of providing some quick ways to relay results. I really liked the impact that TOC had on the author. I think it is a concept that helps level scheduling and can be used in improving flow.
Final piece that bothered me. The author ended with two case studies. In the first one he discusses implementing conveyor lines. Almost never will I consider automation kaizen. I forget the exact words but to paraphrase to automate waste isn't the same as getting rid of it.
I am not a Lean purist that feels there are hard lines between lean and other improvement methods (6 sigma & TOC) and that one is vastly superior to another, but Kaizen as taught by authors outside of the business world such as Dr. Robert Maurer means small incremental changes. This thought was never mentioned in the book or if it was it was so brief that it got swallowed up. The book is called "Kaizen Event" yet over half the book is discussing 6 sigma tools. Maybe it's narrow mindedness but I consider Kaizen - Lean not TOC, not 6 sigma. I very much would have preferred if the author called this "Improvement Event" as I frequently use statistics, just not during kaizen.
I understand in the business world being able to demonstrate results is the lifeline to the company and the author does a good job of providing some quick ways to relay results. I really liked the impact that TOC had on the author. I think it is a concept that helps level scheduling and can be used in improving flow.
Final piece that bothered me. The author ended with two case studies. In the first one he discusses implementing conveyor lines. Almost never will I consider automation kaizen. I forget the exact words but to paraphrase to automate waste isn't the same as getting rid of it.
Displaying 1 - 2 of 2 reviews