| Kaizen aims at small improvements that involve | | | | that of PDCA (Plan-Do-Check-Act). Kaizen events |
| the ongoing efforts of everyone. These small | | | | can be carried out to continuously eliminate waste |
| improvements over a period of time produce | | | | and improve the value of the process. Thus, if |
| bigger effects than the big project approach. | | | | properly planned Kaizen events are undertaken in |
| Six Sigma and Kaizen | | | | a Six Sigma project, they can help achieve great |
| Kaizen is not about changing the basic system; it | | | | results. |
| is aimed at optimizing the existing system. The | | | | The problem with Kaizen events is that they bring |
| approach promotes learning, building capabilities and | | | | about changes, but they are made quickly to |
| improving processes through constant study to | | | | accommodate the time span of the event. Root |
| exploit improvement opportunities. The controls | | | | causes of such problems may not have been |
| are maintained by following the standard operating | | | | analyzed thoroughly so as to optimize results. This |
| procedures (SOPs). When the improvements are | | | | is where the combination of Six Sigma and Kaizen |
| done, the SOPs are changed accordingly. All levels | | | | can prove to be useful. |
| of management are involved in Kaizen. | | | | By integrating the Kaizen event into Six Sigma |
| However, Kaizen does not cover drastic changes | | | | projects, certain changes can be brought about |
| or innovations - and that is where Six Sigma | | | | quickly, with a sound and supported Six Sigma |
| comes into picture. It is a common notion that | | | | approach towards the problem area. |
| Lean and Six Sigma are not alternative options to | | | | Improvements can be made with Kaizen in |
| each other. However, Lean combined with Kaizen | | | | events, such as team efforts addressing root |
| can be the most effective in initial streamlining and | | | | causes based on data collected in the Six Sigma |
| improvement of the business process. | | | | project flow. |
| In this case, Six Sigma will be required to address | | | | For example, let us take a Six Sigma project that |
| variations and quality issues, just as Lean helps | | | | a bank undertakes to improve sales volume from |
| eliminate waste. Kaizen events are undertaken as | | | | walk-in customers. Using Six Sigma tools, various |
| a part of the Lean manufacturing process. They | | | | marketing methods and their results can be |
| both start off with a mission statement, a | | | | analyzed to determine the effect they are having |
| well-defined objective and start and end points for | | | | on the various customer demographics. The |
| the achievement of results. | | | | Kaizen event may be undertaken for a short |
| Kaizen projects are not a long and drawn-out; | | | | period of time to find which method is the best in |
| they are often limited to a short period of time. | | | | the given situation. The one that shows results |
| They are a perfect part of the Lean | | | | may be taken up for further implementation. |
| manufacturing process, as the model followed is | | | | |