OVERVIEW

In this chapter we will explore the process of kaizen and its relationship to the Lean Extended Enterprise Reference Model (LEERM). There has been a great deal of confusion surrounding kaizen and misapplication of the technique. Many companies claim they have implemented lean manufacturing, and the basis for this claim is that they conducted kaizen events. Their intent is noble, as they want to institutionalize a continuous improvement philosophy and believe the process of kaizen is the correct tool for accomplishing this objective. The broader perspective of kaizen is that it is a process, not a tool, and as a process can be applied to various activities within the LEERM. Kaizen in itself should not be considered lean, as it is only one of several processes, as noted in the Methodologies, Tools, and Enabling Technologies Panel of the LEERM. Kaizen is not a one-time project; it is a process and a state of mind for continuous improvement that supports waste elimination.

The use of kaizen events for eliminating waste in manufacturing operations has been well documented. Unfortunately, the application of kaizen events in the soft processes of the organization has not kept pace with achievements as accomplished by the manufacturing areas of the business. The opportunities that exist for continuous improvement and elimination of waste in the soft areas of the enterprise are the next significant frontier for creating competitive advantage for the enterprise (Figure 4.1). Think about the abundance of opportunities that exist in the human resources, sales,...