Yes, Lean initiatives can be started bottom-up, but I doubt they’ll get very far and last for long. Here is why. Bottom-up Lean initiatives, e.i. improvements, are opportunities for improvement found by shopfloor people, line leaders or shop management. “Improvement” is most often understood in a broad meaning and bring up suggestions ranging from make … Continue reading The fallacy of bottom-up Lean initiatives – Part 1
Kaikaku is one of these Japanese words which found their way into the Lean lingo. Kaikaku is usually translated into “radical change” or breakthrough. my tiny Japanese dictionary proposes “reform”, “renovation” and “reorganization”. "Doing" kaikaku means introducing a major change in a process in order to drastically improve it (quantum leap). Kaikaku is therefore “opposed” … Continue reading What is Kaikaku?
In a previous post I explained what kaizen events are and ended it with some reservations. In this one I'll explain why. I am no opponent to kaizen events, I simply point out the deviations I have witnessed. >Lisez-moi en français kaizen events are quick actions performed in a very limited time, limited perimeter and focused … Continue reading Downsides of kaizen events
You may know from a previous post that kaizen means continuous improvement. A kaizen event is a planned session for improvement on a limited perimeter, usually focused on a peculiar topic or issue and limited in time. A kaizen event lasts generally a week or less. Shorter kaizen events are often called kaizen blitz, a … Continue reading What is kaizen event?