Progressive Kaizen:

Examining the basics of an effective kaizen process Determining the general effectiveness of a Kaizen Initiative Developing a formal schedule for Kaizen Assigning a qualified full-time Coordinator Establishing a formal budget for Kaizen Number and type of Kaizen events conducted The scope of Kaizen training Communicating and tracking progress Overview of the various types of Kaizen High Impact Kaizen Training and Implementation Kaizen Problem Resolution Kaizen Sustaining Kaizen Key summation points Adressing key roles and supporting tactics The plant manager's role in Kaizen Characteristics of a highly Lean oriented plant manager Characteristics of Lean oriented company president The floor supervisor's role in Kaizen Insuring Kaizen as a tool for individual job improvement Value of a formal "WRAP" [Waste reduction activity process) Key summation points Avoiding the typical pitfalls Making the case against so-called "Expedited Kaizen" The misstep of not including salaried employees in the equation Allowing Kaizen accomplishments to deteriorate Failure to clearly communicate the intended scope of Kaizen Failure to effectively use a company's Production Engineers Failure to restructure the stated objectives of key players in the process The production manager The shop floor supervisor The production engineer The lack of proper reporting and effective communications The "Do's" and "Don'ts" of a viable Kaizen Process A simple exercise to getting the most out of any Kaizen event Key summation points Where to start and how to proceed The value of putting the first "Pull Production Zone" in Final Assembly Sticking to the plan and avoiding distractions Conducting the first High Impact Kaizen Event Getting the most out of "Training and Implementation Kaizen" Driving the use of "Problem Resolution" Kaizen Understanding the role and use of "Sustaining Kaizen" Implementing a WRAP - Waste Reduction Activity process Communicating and tracking results Key summation points Other key facets of getting the most out of kaizen Implementing and training Owner Operators Conducting an annual structured audit of Kaizen Selecting an outside service to assist Sharing results of the audit with the workforce Revising the Master Plan as needed Assuring Kaizen is used as a tool for individual job improvement Implementing a Kaizen incentive plan that works Establishing a Lean oriented Maintenance organization Ten Commandments of a fully supportive maintenance function Sharing gains with other firms and trade publications An eight Step Roadmap to making Kaizen all it can be Key summation points