| What Is A Kaizen Blitz? by Quarterman Lee http://www.strategosinc.com The Kaizen Blitz (or Kaizen Event) is a focused, short-term project to improve a process. The most common targets for kaizen events are: * Workcell Implementation * Setup Reduction It includes training followed by a analysis, design, and re-arrangement of a product line or area. The usual Kaizen Event takes 2-10 days. Significant resources such as Engineering and Maintenance must be available. Cell Operators are part of the team. A consultant often orchestrates the "Blitz". Occasionally, outsiders are brought in to "Blitz" an entire factory. Advantages of The Kaizen Blitz: Following Von Clausewitz' principle of "concentration" it focuses all resources towards a narrow and specific objective. The intensity and urgency of a Blitz overcomes the intellectual resistance to a new paradigm. People have little time to think of reasons for delay. It forces solutions. The execution is dramatic. The results are significant, clear and quick. This generates enthusiasm and satisfaction. The Blitz is a great introductory tool for Lean Manufacturing and its components of Rapid Setup and Workcells. Dangers in The Blitz: The training, for a Blitz is necessarily superficial. There is insufficient time for deep learning of principles, tradeoffs, and design methodology. The Blitz does not allow time to develop important corollary elements of Lean Manufacturing. Total Quality management, for example, takes time to introduce and produce results. Teams take months or years to properly develop. These are often forgotten in the afterglow. The overall process may suffer. These events focus on localized areas, and As Goldratt said, "A system of local optimums is not an optimum system." It can result in islands of productivity within a factory that, overall, is a mess. It is not a substitute for Manufacturing Strategy. Like the infamous Blitz at Pearl Harbor, a successful tactic can lead to ultimate disaster without sound underlying strategy. Where and when is the Blitz OK? 1) At the beginning of Lean Implementation to shift paradigms and quickly demonstrate results. 2) When an experienced practitioner identifies a simple, independent family of products and processes that fit theslogans and edicts. 3) When the event is part of a well thought out Manufacturing Strategy. Summary Rommel, Patton, MacArthur, Hap Arnold, and all military leaders who enjoyed long-term success trained their troops intensely. No matter how colorful their personalities and tactics, they knew that training, learning, and competence is the real basis of success for any organization. This article courtesy of www.manufacturing-sites.com. You may freely reprint this article on your website or in your newsletter provided this courtesy notice and the author name and URL remain intact. |
Quality Manufacturing Associates
 |  |  |  |  |  |  |  |