RCI/Kaizen
Rapid Continuous Improvement is based on a concept developed in Japan known as Kaizen. These methods are based on a "rapid improvement process" utilizing a cross-functioning group of managers and employees working as a team to meet targets in a results-oriented focus on a predefined project area. The process may take the following steps: define the problem/opportunity, choose the best people, and correct the problem in one week or less using Kaizen tools and techniques. The ultimate goal is to significantly reduce costs, reduce lead times, reduce required inventory space, enhance workforce empowerment, eliminate waste, and focus on continuous improvement. The Kaizen process may include: ergonomics, total quality control, Just-in-Time, statistical quality control, labor and management relations, or other concepts.
RCI/Kaizen events go by many names. These include:
Rapid Continuous Improvement (RCI)
Kaizen Event
Kaizen Blitz
Time Based Management
Continuous Improvement Event (CI)
Total Productive Maintenance (TPM)
Continuous Process Improvement (CPI)
Lean Events (Go Lean)
Kaizen means literally means continuous improvement. It involves making small improvements continually rather than the sporadic large expensive improvements that have been the traditional American business model. It was made famous and introduced to the U.S. by Masaaki Imai. In his 1986 book Kaizen, the Key to Japan’s Competitive Success, Masaaki Imai said:
"If asked to name the most important difference between Japanese and Western management concepts, I would unhesitatingly say, ‘Japanese Kaizen and its process-oriented way of thinking versus the West’s innovation and results-oriented thinking’."
The course
6K:294 is concerned with giving MBA students hands on experience with process improvement. Students learn about RCI/Kaizen in class meetings and participate in an event over their spring break. Students will be assigned to various companies across Iowa and act as a member of an RCI team at that company. Students are expected to be an active member of their team in helping achieve the project goals. Over the past few years, students have participated at a variety of companies including:
AllSteel
Hearth Industries
John Deere
Maytag
Pella
Rockwell Collins
Vermeer
Typical Event
From simpler.com, the daily activities of a Kaizen event usually follow this pattern:
Day 1: Initial training on the Rapid Improvement (Kaizen) tools, Identification of the current conditions, Application of the basic Rapid Improvement (Kaizen) tools, Brainstorm solutions, Start changes.
Day 2: Continue waste identification, Brainstorming of solutions, Implement changes.
Day 3: Run and debug the new cell (system), continue use and application of the Rapid Improvement (Kaizen) tools, Imprint new methods on cell/operators
Day 4: Debug, Document and Standardize on new method. Demonstrate continued regular operation of cell and improvement results
Day 5: Present results and review open issues.
Results
It is not unusual for a Rapid Improvement (Kaizen) team to create the following results improvements by Friday of the event week.
25-35% improvement in Productivity
50% reduction in Floor Space
75% reduction in Work in Process Inventory
Websites
If you are interested in RCI and want more information, check out the following websites.
www.ciras.iastate.edu/publications/management/Kaizen.htm
www.scmep.org/edge/edge_improvement_projects_for_your_company.asp
www.industryweek.com/CurrentArticles/Asp/articles.asp?ArticleId=1017