Using Kaizen for Definition in Lean Six Sigma for Service

While Kaizen methodology alone can be used as a vehicle of organizational transformation, it can also be employed within a lean Six Sigma for service transformation to define improvement opportunities. Kaizen methodology is readily applicable to lean manufacturing Six Sigma, but it can be extended to service areas as well. As is the case in many organizational evaluations, the appropriateness of a methodology varies.

Kaizen is a Japanese term referring to a team approach that quickly identifies and rebuilds a function more efficiently. Its goal is continuous waste reduction, creating quick and obvious results. In a manufacturing environment, for example, existing processes are studied by a team of cross-functional members. These team members share knowledge of the process from different perspectives, positioning the group to form an unbiased evaluation. As a result, waste and non-value added operations are more clearly identifiable. Using standardized tools and techniques, the team analyzes process performance data and brainstorms possible routes of action. The team then generates workable solutions for waste reduction and process improvement.

Benefits of Kaizen

There are specific benefits to using Kaizen methodology. No matter the organization, Kaizen principles :

  • provide simple tactical focus
  • identify obvious quick fixes
  • contain waste
  • plug holes in system
  • determine cause and effect

Using Kaizen Within Lean Six Sigma Conversion

Kaizen methodology can be particularly beneficial as a vehicle of change within lean manufacturing Six Sigma transformation. Used as part of the effort to evaluate how well assets, technology, materials and workforce meet an organization's goals, Kaizen can uncover both underlying issues and possible solutions. Understanding both of these aspects is critical, as any workable change must address process, as well as cultural issues of the manufacturing environment.

As a tool for process evaluation, Kaizen can provide measurable results in a short time frame. It is also ideal for reworking or refining solutions that do not deliver optimum results. As part of a comprehensive lean manufacturing Six Sigma strategy, Kaizen methodology delivers information critical in spearheading an overall transformation.

A Tool, Not a Panacea

While Kaizen is beneficial to lean manufacturing Six Sigma, it is a vehicle of change, rather than the final solution. The benefits of Kaizen do not extend to every aspect of an overall lean Six Sigma conversion. For example, in cases where equipment issues require improvement, such as their reliability, transportability or flexibility, there is more to be gained from initiating equipment upgrades than continued Kaizen efforts.

It is important to remember that in order to deliver better manufacturing, lean manufacturing Six Sigma strategy must remain completely flexible. This flexibility may indicate the necessity for employing methodologies and tools that deliver optimum results for every stage of the lean Six Sigma process.