Kaïzen

The Kaizen approach could be defined as:

Improve significantly in a very short period of time by the

systematic Elimination of Waste and the Optimization of Value Added Activities.

Or Decorticate a Process to better understand it and then reconstruct it  … better.

Or again an Accelerated Continuous Improvement Process accomplished with a Multidisciplinary Team

  The Conventional approach addressing improvement projects involves a number of steps developed by experts at different levels and from different departments working too often in silos..

Typically, the scenario could be described as:

  1. A project team will analyze the needs, impact studies of different scenarios, costing, ROI, develop the solution, steps and timelines, the requirements, etc. then present their recommendations to management.
  2. Managers evaluate the solution, cut here and there to reduce costs or for all kinds of other perfectly legitimate reasons, then accepts or returns the project.
  3. Once approved, another team is responsible for implementing the solution, but will often make small changes for all sorts of other perfectly justifiable reasons
  4. Then the operators will have to live with the solution devised by the “Top” and follow the parameters of the new process knowing that it could be significantly improved at little or no cost.

« We stay on our appetite until we are listened to»

————————————————————————————————————————————————————–

Our Kaizen approach (also called Kaizen Blitz) involves a multidisciplinary team of representative and credible employees, with the support staff as well as the the ability and decision-making power to change things. RESULTS oriented, every phase of analysis, testing, validation, modification, approval & implementation, occur “at full speed”.

In order to stay Focus and to properly Align the Solutions, progress report to Management together with the up to date game plan are done daily. It is short but very intense and each team member is expected to participate in this interactive presentation.

All employees affected by the changes are consulted to express their ideas and participate in the change process. Ownership of the new solution by users is thus greatly facilitated, thus reducing the need for control to ensure new parameters are followed.

Very Profitable for the company and significant Collateral Benefits for the workforce : Task generally Easier, Increased Safety. Work Environment more Pleasant.

In the heat of the action, we have developed some essential Rules to prevent slippage in the development of solutions. Questions such as:

  1. Is it safe?
  2. Is it reversible?

Then, « Just Do It … Now »

Our preferred tools utilized according to needs : the inevitable Muda (8 sources of Waste), the Spaghetti, the Cycle Time, the Bottlenecks, the OEE, the Pareto The grid – Costs – Benefits – Ease, the FMEA, the Cause and Effect Analysis (Ishikawa), etc..