This post is the second in our series about Kaizen Event Templates. If you haven’t had a chance to read it yet, check out our guide to the ultimate pre-event template. We don’t want to sound like a broken record, but the success of a Kaizen event is highly correlated to the amount of effort put into planning and preparation. Our pre-event template will help.

You’ll also want a template to use when the big day arrives. Our clients who get the most from Kaizen events use a standard template so that all of the right information is captured and can be shared in a familiar format. Kaizen software supports this by allowing users to create and disseminate their event templates.

You will probably have some unique needs or elements to capture, but here are the basics for a useful and simple Kaizen event template.

Kaizen events, also called Rapid Improvement Events, involve a team dedicating all of their energy for three to five days on solving a specific challenge or implementing targeted improvements. They are resource intensive, but effective tools for organizations that are dedicated to consistent and constant improvement.

Because they are so quick and consuming, it is essential to be well prepared. In fact, planning for the event should get as much care and attention as the event itself. Our clients who have been successful with event planning have found that it helps to have a standard pre-event template that can be used every time a Kaizen event occurs. This ensures that everyone is using the same standards and that the essential boxes are checked. The best improvement management software solutions allow you to set up your Kaizen Event Templates within the system to make it easy for everyone to access and report relevant information.

Of course, each organization is different, but here are the elements that we recommend considering when you set up your rapid improvement templates.

One thing that we hear quite often from leaders who have attempted to create a Kaizen culture is that initial enthusiasm quickly wanes, and improvement projects move in fits and starts. In most cases, these leaders have embraced the Kaizen mindset, but haven’t implemented a software platform to support it.

On the flip side of that, our clients who have implemented an improvement platform tell us that it has helped transform their organization into one that consistently produces positive change.

Here’s what they say happens when Kaizen software is deployed.

If a tree falls in the forest, we’re pretty sure it makes a sound even if no one is around to hear it. We’re 100% sure that if you implement Kaizen software and no one uses it, there will be no impact. There might be a lot of noise from grumbling executives who’ve just wasted a lot of money, but no positive change.

That’s why it is so important to plan your Kaizen Software roll out with a focus on broad user adoption. We’ve helped tons of clients with improvement technology implementations and here’s what we’ve learned works when it comes to getting people on board.

One of the most significant challenges leaders face when they embrace the Kaizen culture of continuous improvement is getting the philosophy to take hold and become part of the DNA of the organization. We often see small bright spots where Kaizen is clearly working, but other departments or teams that have not yet put continuous improvement to work.

To shed some light on how to spread the Kaizen mindset, we’ve looked to some of the most successful leaders in business.

Here is what they suggest.

Respect and Empower People

Showing respect for people is one of the fundamental principles of Kaizen. Respect fosters improvement by reinforcing for each team member that their input is valued and that management is interested in creating the conditions required for everyone to do their best work.

“People are entitled to joy in their work and a sense of ownership.”

W. Edwards Deming

It is common that when people are first introduced to the concept of Kaizen, they get excited. The ability to implement small, incremental positive changes on a daily basis is universally appealing. Because respect for people is at the heart of the philosophy, employees quickly get on board as well.

However, what does it actually mean to adopt a Kaizen management style and develop a culture of daily improvement?

Here are a few practical applications of Kaizen management.

We recently had a conversation with a client who has been through a few too many failed Kaizen events. The team was unorganized, not well supported, and unable to obtain the desired results. When we dug in a bit more to try to figure out why, we learned that although there was a Charter document created for the event, it was incomplete and insufficient to serve as a guide for the team. We’re putting this post together to help this client and anyone else who might be new to Kaizen events or struggling to find success.

There are many ways you can layout your charter. Some organizations use templates that organize all of the information onto one page often in Excel, while others just use a simple document. The form isn’t as important as the content. It is also essential that the document is stored in your improvement management system so that it can be referenced in the future. Here are the elements it should include:

One of the questions that we get asked most often by leadership teams trying to adopt the Kaizen approach to business that made Toyota so successful is who in the organization needs to be involved? It’s a good question, but one that’s relatively easy to answer by examining the principles behind the Kaizen philosophy.

Kaizen means “positive change” or “continuous improvement” in Japanese. Those who practice Kaizen believe that small changes can produce impressive results and that ideas for positive change should come from the people doing the work. When Toyota introduced Kaizen, they made it clear that continuous improvement was everyone’s job. The goal of modern organizations is to develop a culture of improvement that envelops every single member of the team.

Once you realize that everyone should participate in Kaizen, but the next question is how? Each role has a different set of responsibilities related to improvement.

Kaizen events are the optimal approach for solving many challenging and persistent problems within an organization. (That does not mean they are right for every situation, however.) Recently several customers have asked us for advice when putting together one of these improvement events. I figured that would be an excellent topic for this blog and will share an example five-item Kaizen event agenda.

Depending on the nature of the issue you are about to address, it might make sense to complete one agenda item each day and plan for a 5-day event. Or, if you're confident that success can be achieved in short order, a three-day event may be long enough. Of course, every organization and opportunity for improvement is different, so you may find some adjustments are necessary, but this will give you an excellent place to start.

There has been a lot written in this blog and in many other resources about how to launch the Kaizen philosophy within an organization. Companies are often willing to invest significant amounts of time and resources to make sure that a culture of improvement takes hold. That’s awesome, but we’ve noticed that fewer organizations dedicated to continuous improvement, have a solid plan for introducing the Kaizen way to new employees who join the organization after the initial launch. After a while, Kaizen will become a way of life for your team, but it may be an entirely new concept for your most recent hire. Here are a few tips for bringing them up to speed.