kaizen vs problem solving

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Problem Solving

When should we do an A3 or use a different problem-solving tool?

By Michael Ballé

November 12, 2017

Dear Gemba Coach: I would really appreciate your perspective on the following: (1) When should we do an A3 for something vs. when would it be appropriate to just use an idea board? (2) What is the difference between a problem and an idea?

Dear Gemba Coach,

I would really appreciate your perspective on the following: (1) When should we do an A3 for something vs. when would it be appropriate to just use an idea board? (2) What is the difference between a problem and an idea?

I remember a while back endless debates about whether Toyota was abandoning pull because rather than using parts bins along the lines for operators to pick items, some plants were moving to kitting – preparing kits of parts for assembly. Then some lines weren’t. Then some were doing half-and-half.

Then Toyota’s French plant started running three shifts instead of the usual two (with maintenance done during the night shift), so Toyota was abandoning its TPM model. Then the plant went to 2 shifts. Then back to three shifts. Other Toyota plants still run on two, to my knowledge.

Yesterday a journalist asked me whether Toyota was abandoning kaizen because its head of a research institute in California said that kaizen wouldn’t cut it for disruptive innovation. Last time I visited Toyota plants, quality and flexibility targets were still as demanding as ever, and many of the tricks that helped operators achieve them could never have been thought up by engineers – only through kaizen.

Truth is in the eye of the beholder. These “is this lean or is this not” debates all hinge around our own fixation with solutions. We’re endlessly looking for good ideas that we can pinch and apply. We would call it a “best practice,” and try to apply it.

Lean thinking looks at this upside down. 

Lean thinking is about deeply understanding the problem and then explaining the local solution in its context.

For instance, if we go back to the lineside bins versus kitting problem, the question is one of variety’s impact on physical and mental ergonomic burdens for the team member. When variety increases because the line is more flexible and more products follow each other on the line, the operator now must both (1) pick the right parts for the right product and (2) handle some complex arrangement of parts. This creates the double burden of making the right picking decisions and then walking to and from the parts point of delivery.

If the problem is easing the team member’s mental burden by taking away parts choices, kitting is a good idea. The same with heavy or unwieldy part. On the other hand, if the problem is greater fluidity and flexibility of the parts flow to assembly, having shelves of small containers is the right idea. And then it all must fit within the station and a short walking distance so team members aren’t walking around without need.

Which all depends on the car’s design and process set-up. There is no one solution. These are ideas in a given context.

When an A3 Is Justified

Ideas, in lean, are usually the result of someone or a team solving a complex trade-off in a given context. This is also why having an idea that is not picked up by your team or your management doesn’t make you wrong, or doesn’t mean it was a bad idea. The team or management chose to solve the trade-off differently, but the idea remains valid – and might be taken up next time a similar problem arises.

Lean’s upside-down thinking is about understanding problems in-depth and then trying ideas as they come to see whether they work or not, and then looking for the next idea. The flow of ideas (the ultimate source of productivity for the company) depends on how deeply we understand the problem and how committed we are to solve it, every day – because really tricky problems rarely simply go away.

Having had an idea, and having shaped it into a workable solution, you now have a second problem: you’re not alone in the organization and colleagues from other functions need to understand what you have in mind.

If the idea only concerns the team, it still needs to be explained to every other team member, as well as members from other shifts, but it can well stay on a local idea or kaizen board. If the idea has implications beyond the team, it can be presented as a QC story. Here’s a great example from Art Smalley and Durward Sobek .

Once a problem has been solved, the issue is to make sure that (1) everyone concerned understands the thinking that led to the solution so that (2) everyone understands the parameters of the solution – its scope, where it will work, and where it won’t.

If we return to the kitting issue, I remember when line activities at a Toyota forklift plant led it to start kitting. This immediately created a problem of flow for flexibility in logistics. Logistics then came up with a delivery train solution that moved smaller trolleys with kits within an awkward looking contraption that could handle both kitting and flow requirements. This local solution could only come together as a joint effort between line management and logistics.

Which brings us to A3s.

One obvious answer is there are easy problems (just look harder, ask why, and solve it).

Then there are harder problems, which require more structured thinking and might warrant an A3.

But we often completely miss yet another dimension of management. In today’s age, management is mostly about maintaining the processes and rituals of the company. But in earlier times of management theory, when “management” was still figuring out itself, people understood more clearly that management’s main role was not just having meetings and reporting and controlling, but also coordinating.

At some point, people across functions need to understand what each other does to figure out whether they help or hinder new solutions being applied: are they part of the solution, or part of the problem.

Lean companies attack this issue with formal interface presentations. Amazon uses APIs at a management level (present the parameters of your solution to the other functions so they can interface with it). Toyota uses A3s.

For instance, here’s an A3 I saw at Toyota.

Yes, without doubt, the A3 structure is useful to help the person conducting the problem-solving structure their thoughts.

But most importantly, the A3 helps explain (1) how this person understands the problem, (2) what other solutions were envisaged, (3) why this specific solution was picked, and (4) where it might be interesting to look at somewhere else (or what else needs to be solved to make the solution stick.

A3s are essential for management to communicate across functions and build more robust teamwork so that the company performs better together.

Here is another picture from Toyota Boshoku in Brazil where A3s are displayed in an obeya so that all functions can figure out what each is doing.

Don’t Just Solve Problems

Lean thinking very clearly hinges on three core intents: (1) improving customer satisfaction by (2) continuously improving how we work from (3) all people all the time developing their understanding of their jobs (and each other’s jobs). In this light, one person’s problem-solving skills are only one part of the problem. The second part is teaching this person to navigate the organization and deal with his or her colleagues, or stakeholders outside of the organization to make countermeasures work.

Mastery over one’s job is not simply getting better at solving problems .  It’s also getting better at having one’s solutions adopted by the organization, which means becoming more convincing and being more flexible in terms of finding countermeasures that also work for others. In this, the A3 is an invaluable tool because it allows one to present one’s deep thinking in a way that should be understood at one glance (okay, read in one minute) and where others can see how this countermeasure (or proposal in some cases) fits within their own issues and improvements.

In short, yes, A3s are reserved for harder problems (as opposed to go back, look harder, ask why), but they are also mainly used for problems that need to be shared across the board . Management’s real value added is not just to run things and solve problems, but to interface across functions by better defining these interface points. A3s are the core interface tool.

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About Michael Ballé

Michael Ballé is co-author of The Gold Mine, a best-selling business novel of lean turnaround, and recently The Lean Manager, a novel of lean transformation, both published by the Lean Enterprise Institute. For the past 25 years, he has studied lean transformation and helped companies develop a lean culture. He is…

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The Kaizen Event: A Powerful Approach for Rapid Process Improvement

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

The Kaizen Event! Are you dealing with seemingly insurmountable inefficiencies in your organization? Perhaps you’ve tried various methods of improvement with limited success. Consider using the Kaizen Approach if you need a structured, effective, and quick approach to process improvement. This methodology, also known as a Kaizen event or Kaizen blitz, entails assembling a cross-functional team to address specific problems in a short period of time. These events, which are based on collaboration and rapid problem-solving, can revolutionize your operational performance, improving both productivity and profitability. The focus on employee involvement and the ability to deliver significant improvements quickly are the keys to it’s effectiveness.

Table of Contents

Are you tired of slow or ineffective process improvements within your organization? Are you looking for a quick and powerful way to improve your processes? Take a look at the Kaizen event approach.

The involvement employees who are closest to the process is critical to the success of a Kaizen event, as they can provide valuable insights and ideas for improvement. The event usually lasts a few days, and the team is expected to complete the objectives within that time frame.

The Kaizen event approach allows organisations to quickly identify and address the root causes of problems and inefficiencies by focusing on a specific process, resulting in significant and sustainable improvements. It also encourages teamwork, employee engagement, and a culture of continuous improvement.

Organizations can achieve rapid and meaningful improvements to their processes by implementing the events, resulting in increased efficiency, productivity, and profitability. Consider implementing the Kaizen event approach in your organisation if you’re looking for a powerful and efficient way to improve your processes.

What does Kaizen Mean?

Kaizen is a Japanese term that means “improvement” or “change for the better.” Kaizen is a business term that refers to a continuous improvement process that focuses on making small, incremental changes to processes and operations to improve efficiency, quality, and productivity. The Kaizen approach emphasises employee participation in the improvement process and encourages everyone to share ideas and suggestions for how to improve the process. The goal of Kaizen is to foster a culture of continuous improvement in which everyone is constantly looking for ways to make small changes that add up to big results over time.

What is the Kaizen improvement process?

A Kaizen improvement event involves a systematic approach to identifying, analysing, and implementing improvements to a specific process or area of an organisation. The following are the steps the basic steps for holding an improvement event:

Preparation and planning: Identify the process or area that needs to be improved, form a cross-functional team of employees, and collect any relevant data and information about the process.

Identify and analyse the problem: The team should collaborate to identify the problem or opportunity for improvement, as well as to collect data and information about the current state of the process. To understand the problem and identify the root cause, they should use tools such as process mapping, statistical analysis, and root cause analysis.

Create and evaluate improvement ideas: The team should create a list of potential solutions and improvement ideas and compare them to the identified problem and data.

Implement and test the solution: The team should choose the best solution and put it into action, as well as test and measure the results.

Standardize and sustain: After testing the solution and confirming the improvements, the team should document the new process and train employees on it. They should also develop a follow-up strategy to ensure that the gains are sustained over time.

It’s important to remember that Kaizen is a process of continuous improvement, and the Kaizen event is only the first step toward that goal. To foster a culture of continuous improvement, it is critical to hold regular Kaizen events and involve employees in the improvement process.

The 6 Steps to a Kaizen Improvement

The Kaizen Approach is a continuous improvement methodology. These steps can help you identify problems, find solutions, and create more efficient processes whether you work in manufacturing, logistics, or any other industry. Here’s how you do it:

Step 1: Identify Problem

Your first step is to identify the problem that needs solving. This is the foundation upon which the entire Kaizen cycle is built.

• Gather Input : Consult team members, stakeholders, or even customers to pinpoint issues.
• Use Data : Look at performance metrics to identify areas for improvement.
• Prioritize : Not all problems are equal. Use tools like the Pareto Chart to prioritize.

Step 2: Analyze Current Process

Understand the existing process to find the root cause of the problem.

• Map the Process : Use process maps or flowcharts.
• Collect Data : Use data to validate assumptions about the process.
• Identify Constraints : Look for bottlenecks or resource constraints that might be causing the issue.

Step 3: Create Solutions

Generate possible solutions for the problem.

• Brainstorm : Involve team members in brainstorming sessions.
• Evaluate : Use criteria like cost, time, and resources to evaluate solutions.
• Select : Pick the most viable solution(s) for further testing.

Step 4: Test Solutions

Implement the selected solution(s) on a smaller scale to test their effectiveness.

• Plan : Outline how you will conduct the test.
• Execute : Implement the solution on a small scale.
• Monitor : Keep a close eye on key metrics during the test phase.

Step 5: Measure and Analyze Results

Assess the effectiveness of the implemented solution.

• Collect Data : Gather post-implementation data.
• Analyze : Compare this data against the baseline data collected earlier.
• Review : Determine if the solution met its objectives.

Step 6: Standardize The Solution

If the solution is successful, standardize it for broader implementation.

• Document : Create a detailed process document.
• Train : Educate all team members on the new standardized process.
• Implement : Roll out the solution across all relevant parts of the organization.

After you’ve standardized your solution, the cycle doesn’t end. You return to identifying new problems, ensuring an ongoing process of continuous improvement.

What tools are used in a Kaizen?

Kaizen utilises a variety of tools and techniques to identify, analyse, and implement improvements to a specific process or area of an organisation. Some of the most commonly used tools are:

Process Mapping: A tool used to visually represent the steps and flow of a process, it helps to identify inefficiencies, bottlenecks, and potential improvement opportunities.

Statistical Process Control (SPC): A tool for collecting and analysing data in order to identify patterns and trends in a process. It assists in identifying and tracking specific problems as well as evaluating the effectiveness of improvements.

Root Cause Analysis (RCA) : A tool for identifying the underlying causes of a problem, it aids in determining the root cause of a problem and implementing solutions to address it.

Pareto Chart: A tool that displays the relative frequency of various problems or issues using a bar graph. It aids in prioritising the most pressing issues that must be addressed.

Fishbone Diagram (Ishikawa): A tool for identifying the causes of a problem, it aids in determining the causes and developing solutions.

Value Stream Mapping (VSM): A tool used to analyse and map the flow of materials and information in a process. It aids in the identification and elimination of waste, as well as the improvement of process flow.

5S: A tool used to organise and improve workplace efficiency; it helps to eliminate waste and improve process flow.

These are just a few examples of tools and techniques used in Kaizen, but there are many more that can be used depending on the problem and process being improved.

When should you use Kaizen to solve problems?

To solve problems when an organisation wishes to improve a specific process or area in a timely and efficient manner. The Kaizen method is especially useful when:

Kaizen is a focused approach that is best suited for addressing specific problems or opportunities for improvement.

The issue is having a significant impact on the organization’s performance: Kaizen can be used to address issues that are causing delays, defects, waste, or other issues that are affecting the organization’s performance.

The problem can be solved in a short amount of time, Kaizen events are typically held over several days, so the problem should be solvable in that time frame.

The problem requires the involvement of front-line employees: Kaizen events involve the participation of front-line employees, as they are closest to the process, and their input and ideas can be valuable.

The organisation wishes to foster a culture of continuous improvement, Kaizen is a method of fostering a culture of continuous improvement by encouraging all employees to share ideas and suggestions for improvement.

Overall, Kaizen is a powerful approach for solving problems and improving processes quickly and efficiently, but it should only be used when the problem is well defined and can be solved in a short period of time.

Who should lead a Kaizen Improvement?

A team leader or process owner who is responsible for the process being improved should lead a Kaizen improvement event. This team leader should understand the process, be able to organise and lead the team, and have problem-solving and process improvement experience.

The leader should also be able to bring people together and encourage all team members to participate. This person should be a good communicator who can motivate the team to work together and achieve the event’s goals.

It is also critical for the leader to be able to foster an environment in which team members feel comfortable sharing their ideas and suggestions. This can be accomplished by fostering a culture of trust and respect in which everyone is encouraged to participate in and contribute to the process of improvement.

Furthermore, the leader must have the support of senior management as well as the resources required to carry out the event, such as time and budget.

Example of a Kaizen Improvement

Here’s an example of a problem solved through the Kaizen process for a company that manufactures automotive components:

Problem: The company was experiencing long lead times for delivering components to customers, causing production delays and lost business.

Kaizen Event : To address this issue, a Kaizen event was held, involving a team of employees from the production, planning, and logistics departments. To identify the problem and its causes, the team used value stream mapping, statistical analysis, and root cause analysis.

Solution: After identifying the problem and its causes, the team generated and evaluated a list of potential solutions. Finally, the team decided on a solution that included implementing a pull-based production system, Kanban cards to manage inventory, and a just-in-time delivery system.

Implementation: The new process was put in place, tested, and the results were recorded. The team discovered that delivery lead times were significantly reduced, resulting in increased customer satisfaction and business.

Standardization and sustainability: After the solution was validated, the team documented and trained the employees on the new process. A follow-up plan was developed to ensure that the gains were maintained over time.

As a result of this Kaizen event, the business was able to significantly reduce lead times for delivery of components, resulting in improved customer satisfaction and increased business.

Starting a journey of continuous improvement doesn’t have to be intimidating or time-consuming. The Kaizen Approach allows you to make significant progress in process optimization in just a few days. By involving those closest to the process—your employees—you not only effectively solve problems, but you also foster a culture of continuous improvement. When a solution is standardized, the cycle does not end; it is a continuous loop that evolves for greater efficiency and effectiveness. The ability to quickly adapt and improve is invaluable in today’s rapidly changing business environment. So, if you’re looking for a powerful strategy to improve your organizational processes, it’s time to add the Kaizen Approach to your success toolbox.

Referfences

• Manos, A., 2007. The benefits of Kaizen and Kaizen events.   Quality progress ,  40 (2), p.47.
• Mika, G.L., 2006.  Kaizen event implementation manual . Society of manufacturing engineers.

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Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Sigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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Perhaps it was impatience with how long traditional projects take. Often it was an awareness of how hard it is for people to concentrate on improvement when they keep thinking about getting their work done. To some extent it was a matter of their innate respect for the people who do the work. For all these reasons, years ago the Japanese inventors of the Lean improvement systems came up with a different improvement model they called Kaizen.

Kaizens (or blitzes, as they are sometimes called) are improvement events where people work only on improvement for a few days, up to a full week. In a traditional Kaizen project, the people from a particular work area come together with a few experts for four or five days straight and complete most or all of a DMAIC cycle on a narrowly targeted high-priority issue. (“We need to process loan applications faster.”) The model has been so successful that this basic approach has been adapted to other uses such as service design sessions.

Example of a Bank’s Use of Kaizen

A major national bank started using the five-day Kaizen approach whenever it wanted to attack process speed and efficiency problems. The bank’s Kaizen events all share four characteristics:

• The purpose is to take a cross-functional view of the process or work area.
• Participants are people who are directly involved in, and usually responsible for, various parts of the process. The team is cross-functional.
• Participants are pulled off their jobs for several days at a time.
• The project is well-defined going in because there is not time to redefine the purpose or scope.

A Typical Kaizen Schedule

Here is a sample agenda which the bank uses for the five days:

Day 1 is an afternoon spent training participants on topics that cover basic concepts related to the goals of the project. This could include teaching relevant Lean or Six Sigma concepts and reviewing relevant data.

Day 2 is spent looking at the process with new eyes. Participants do a “unit walk,” a tour of operations affected by the problem or situation being studied where they simulate being a work item flowing through the process. The group visits each portion of the process, where, because there is cross-functional representation, they have the opportunity to hear insights from someone who works in that area. The group creates a value stream map (a picture of the “as-is” situation) that captures the basic process steps, such as cycle times, number of steps, rework loops, queuing delays, work in progress (WIP) and transportation time.

Day 3 is designed around clarifying problems and brainstorming solutions. The team re-organizes the value stream (on paper) or creates a “should” map that depicts how the process would need to function to solve the identified problems. The outcome includes developing action plans for implementing solutions or trial simulations for the next day.

Day 4 is used to test the solutions, conducting a simulation within the operations if possible. The group quantifies the improvement if the proposed changes are implemented, using estimates of reductions in travel time, queuing time, work in process, number of steps, number of forms, and so on.

Day 5 is when participants prepare and present their findings to the sponsor in a formal report-out session.

Making It Work and the Results

The bank makes this model work by having its internal consultants (equivalent to Master Black Belts) partner with the manager/sponsor to pick problems that are extremely high priority, not only for that work area but also for the business as whole. This makes it much easier to justify taking people off their regular jobs. Also, the goal of the event is a little more modest than a traditional Kaizen. Instead of having solutions up and running full-bore after five days, teams are expected only to get through the simulation and piloting of solution ideas. The internal consultant will then assist the team with full-scale implementation.

In the many Kaizens this bank has run, it has achieved results such as:

• Cycle-time improvements have ranged from 30 percent faster to nearly 95 percent faster, measured sometimes in minutes and other times in days. One administrative process went from 20 minutes to 12 minutes, and a complaint resolution process dropped from 30 days to 8 days.
• Fiscal indicators have all been positive. One high-level project has allowed the bank to start charging for a service that previously was offered free to customers. New revenues are expected to total between $6 million to $9 million per year. Other projects have led to cost reductions or loss avoidance in the hundreds of thousands of dollars.

An Alternative Kaizen Format

While consecutive days of intense work is the ideal, some companies have found it impossible to pull an entire work group, or even a subset of a work group, off the job for the better part of a week.

One company worked around this issue by using the following structure:

• The team was brought together for a brief meeting where the problem was explained and people brainstormed what they would need to know and understand in order to find solutions.
• The team leader, a Black Belt, and one team member then worked offline during a period of several weeks to gather data and refine the problem definition.
• The team was brought together for a day to rapidly analyze the problem and come up with complete action plans – not just ideas – for improvement.
• Since the changes likely would affect the everyday work of the team members, they and others were involved in making the changes real-time on the job, and establishing a control plan.

This alternative Kaizen structure works well in this company because:

• The company is still relying on the knowledge of the people who actually do the work.
• It is data-based decision making.
• The company starts with a narrowly defined problem or opportunity statement – often the participants may be examining how they can implement a Lean principle to their process, such as “How can we make information flow better?”
• The company takes steps to verify that the target is likely to bring important, measurable results. Random or “drive by” Kaizens, chosen with little forethought, may, at best, lead to local improvements, but will not contribute to significant value stream gains.

Conclusion: Concentrating on Creativity

Kaizen events are a powerful improvement tool because people are isolated from their day-to-day responsibilities and allowed to concentrate all their creativity and time on problem-solving and improvement. Companies which use Kaizens have found they generate energy among those who work in the area being improved, and produce immediate gains in productivity and quality.

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Lean Six Sigma VS Kaizen Process: What Are the Differences

Industries around the world use the Six Sigma and Kaizen approaches to improve the work process. While they both refer to lean principles of eliminating waste, there are key differences between implementing the methodologies. This is a detailed guide on Lean Six Sigma Vs Kaizen process to highlight significant distinctions and when you may need to use Kaizen or Six Sigma.

The companies in Japan have tremendously earned a reputation for producing high-quality production standards with maximum efficiency. Their journey towards raising production standards can be traced back to the multinational automobile firm Toyota, which started to refine its business practices and corporate mindset in a way that led itself to the concept of  Continuous Improvement  or  Kaizen.  Japan achieved the massive success that compelled Motorola to develop a competing Six Sigma lean process philosophy.

Today, if you tap any thriving industry, you will find Lean process Kaizen and Six Sigma deep-rooted in companies worldwide. These two terms are often used interchangeably to indicate improvement in the process by eliminating waste. However, there are differences in the implementation process of these two approaches.

What are the Principles of Kaizen?

You may wonder what is Kaizen in Six Sigma? Firms that decide to adopt the Kaizen model must follow the key principles given below. The Kaizen process map comprises these principles, and they all tie back to the central idea of improving the entire workflow process, even if it seems that everything is functioning well.

Withdraw All Assumptions

Approach the business process with a fresh mindset that does not already have set perspectives on how employees are used to carrying out their tasks. This way, you can develop new ways to improve the old processes.

Solve Problems Proactively

Don’t get overwhelmed due to the magnitude of the problem; rather, look at it as an opportunity to understand and make things better. Moreover, this is a chance to display your abilities to come up with a solution.

Have Accountability

Rather than getting distracted, allocate a lot of time to what went wrong. Accept the accountability and start focusing on revising the process. Coach the team on how to move forward with improved practices.

Make Modest Improvements

It is not necessary to make big improvements, but small, and continuous improvements can go a long way. For example, find ways to make small tasks efficient, leading to more significant outcomes instead of revamping the entire department’s workflow process. Furthermore, focusing on continuous and incremental changes can result in steady growth over time.

Fix mistakes

As soon as you find the error in the process, fix it immediately. Many companies require their employees to have Kaizen certification because it teaches how to adopt a problem-solving approach and improve the process. The priority should be to focus on possible solutions and the second priority is to ensure it doesn’t re-occur in the future.

Empower the Employees

Give all team members a chance to express their opinion about how things function and what should be done to improve. This exercise makes them engaged and involved while they share their concepts and ideas. Let the people expand the pool of possible solutions.

Dive Deep into Issues

Rather than making quick fixes to the problems to meet the deadline, invest some time to dig in to find out the root cause of the issue. This method will not let you repeat the same mistakes.

Data reliance

You can always rely on data to make an effective decision. Hence, invest in collecting, analyzing, and reporting the data.

Do not have false thinking that everything is perfect now, rather keep an eye for minor improvements that how you can make it better through Kaizen Process improvements

What Are the Principles of Lean Six Sigma?

Let us now explore the Lean Six Sigma Principles to understand the difference between Lean process Six Sigma and Kaizen. Here first, we need to know that the key principles of Lean Six Sigma is a combination of the Lean approach and the Six Sigma methodology. Indeed both concepts share similar ideologies, which led to the origin of Lean Six Sigma. While Lean focuses on eliminating waste, Six Sigma focuses on raising the quality standard by removing defect causes. Therefore, it brings out the best in the organizational culture changes.

Keep the Focus on the Customer

Every firm’s fundamental purpose is to address customers’ needs and offer them products/services they are willing to pay for. First, you need to explore what your customer wants and then analyze whether the product you offer meets their expectations. Always remember that successful firms deliver added value to the products or services defined by their client’s needs. Even if your product is outstanding, it won’t matter if the client is not receiving any value.

Mapping Value Streams to Understand the Work Process

Value stream mapping  shows all the necessary steps in your work process to deliver value to the customer. It helps to become more efficient and effective and overall improves the workflow. It is critical to map and identify the value stream steps to establish a successful work process.

Keep Processes Flowing Smoothly

Mapping the value streams is one aspect but certainly not enough to ensure a smooth process. Various tools and techniques are used to uncover bottlenecks. For instance, once you spot where work gets stuck, you can use a suitable technique to resolve it, such as the 5 Why Analysis, to find what causes the problem and then find its solution. From here, you can identify the issues in the processes, discover the bottlenecks in the workflow and investigate the root cause.

Remove Waste and Focus on Value

Toyota Production System (TPS) pioneered the idea of eliminating waste. Taichi Ohno, considered the father of the Toyota Production System, spent his life building efficient and productive processes. He says that TPS looks at the timeline from when the client places an order until the product is delivered. The emphasis is on decreasing the timeline by eliminating non-value-added wastes. This process can significantly optimize resources, improve operational efficiency and ultimately increase revenue.

Remove Variations to get Rid of Defects

Every successful company focuses on two elements: high customer satisfaction and cost-efficiency. Removing variation makes it possible for firms to become cost-efficient. Let’s discuss an example to understand this process. You own a Pizza cafe where every pizza-making employee puts a different amount of cheese on the dough; this leads to variation. Consequently, every customer would have different quality experiences. There is a high chance that many customers would have a bad experience, but the management can avoid this issue by standardizing the process.

Collaborate with the Team

Improving the process is an integral part of the Lean Six Sigma methodology. However, to efficiently improve the process, it is essential to collaborate with the people directly involved in it daily. Listening to their insightful feedback would immensely help to reduce waste and improve the process.

Improve Activities in a Systematic Way

Employees often resist change in the company, and Lean Six Sigma requires many changes. Therefore, it is essential to create a systematic environment to assist employees in embracing change. With the help of data-based arguments, the company should convince the staff how significant this change is for growth.

Lean Six Sigma Vs Kaizen: Which One is Better?

Now comes the real question, when you compare Lean Six sigma vs Kaizen, which one is more suitable for your company? Let us understand the difference between the two approaches. The philosophy of Kaizen is to make small continuous positive changes in the company to achieve a significant improvement level. It is mostly used in industries like healthcare, where it is also applied at the departmental level. On the other hand, the Lean Six Sigma process focuses on eliminating defects and inefficiencies in the workflow. The process is broken down into components and then uses data to find wasteful activities and eliminate them. The ultimate goal is to adopt a method to become an efficient, consistent producer. Many companies develop a Six Sigma process mapping to understand which complex steps need simplifying. The mapping helps compare the old workflow process time with the new one.

When to Pick Lean Six Sigma and Kaizen

Six Sigma and Kaizen involve principles of action learning. Kaizen allows you to choose your own path to improve small things. It doesn’t require any rigid statistical data to standardize the process. Things are improved gradually on a continuous basis.

Lean Six Sigma is a better approach for companies. This methodology can eradicate waste from the workflow that hinders the final product delivery. Lean Six Sigma also encourages us to bond with the customers to understand their needs and resolve their issues as the top priority. In the quest to understand Lean Six Sigma Vs Kaizen process, a company may adopt any philosophy to improve their business, combining Kaizen 6 sigma or Kaizen project Lean; the end goal is to improve efficiency and increase profitability.

However, Lean Six Sigma is a way to move forward and improve processes on a larger scale. Kaizen focuses on small improvements while Lean Six Sixma ensures the process is improvised at End-to-End, from the beginning to the end. Lean partner offers  Lean Six Sigma training and certification  for different belt levels, which will help you enhance your problem-solving skills and tremendously improve your business workflow.