Boeing borrows a tech tradition to build airplanes more efficiently | Todd Bishop | GeekWire

Speaking at the Seattle Metropolitan Chamber of Commerce Boeing Commercial Airplanes CEO Kevin McAllister described the company’s use of hackathons to find efficiencies in the process of building airplanes: “We’ve launched some new things that are a little different to our normal Boeing culture, like hackathons, which we borrowed from Microsoft and many others,” McAllister said, explaining that the hackathons “take data scientists and partner them with mechanics on the floor, to find great ideas that we can solve in days, in small investments that help make the workforce and the workflow better.”

Sourced through GeekWire

Michel Baudin‘s comments: Thanks to my colleague Kevin Hop for drawing my attention to this story. From the description, these “hackathons” look like Kaizen Events with data scientists in the team. On the one hand, it seems like a way to make IT a participant in the improvement process instead of the obstacle it has been in the past; on the other hand, it also appears to retain the critical short-termism of Kaizen Events. I assume this is not the last we hear of this.

#Hackathon, “KaizenEvent, #KaizenBlitz, #Kaizen, #Boeing

7 questions to help you reduce project durations | Christian Hohmann

Christian Hohmann

“[…]Organizations dealing repeatedly with projects will soon develop templates of Work Breakdown Structures (WBS) holding the most current tasks and milestones. These canvasses speed up somewhat the project initiation and ensure some degree of standardization.

Over time though, the copy-pasting from one project to the next, the addition of “improvements” and requirements as well as countermeasures to problems kind of inflate the templates and the projects. This, in turn, extends the project’s duration as every additional task not only adds its allocated time to completion, but also the safety margin(s) the doer and/or project manager will add on top.[…]”

Sourced through Chris Hohmann

Michel Baudin‘s comments:

The project management literature astonishingly fails to provide guidance on the art of breaking a project down into tasks. The “Body of Knowledge” tells you what a Work Breakdown Structure (WBS) should look like but not how you actually break a project down into meaningful pieces, whether it is a dinner party, the construction of a bridge, or a moon shot. For a manager who has to make a plan, this makes templates irresistible: instead of thinking, you just fill in the blanks.

Chris’s questions are certainly relevant but I would like to go further and propose a few rules for generating a WBS.

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The 5-Day Kaizen | Bob Emiliani

Bob Emiliani

Bob Emiliani

“The classic 5-day kaizen was likely created in the late 1980s by Shingijutsu kaizen consultants from Japan as they established their practice in the United States and beyond. Traveling the long distance from Japan to the east coast of the U.S. meant that kaizen consultants should obviously spend more than a day or two at their client’s location before they then return home to Japan. It made sense to stay for a period of time in which many abnormalities could be corrected by facilitating several kaizen teams at one time. Five days seemed about right…”

Sourced from:

Michel Baudin‘s comments:

So the Kaizen Event craze started when the convenience of a Japanese consulting firm met American managers’ quest for instant gratification…

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What Went Wrong? (With Lean) | Bob Emiliani

Can Lean do a do-over? Nearly 30 years after the start of the Lean movement, there is widespread agreement that things have not gone according to plan.

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Michel Baudin‘s comments:

Bob’s title for the article is just “What Went Wrong?” which I feel needs to be set in context.

I agree with him that the most popular “Lean tools” are peripheral at best. None of the ones he mentions — 5S, visual controls, value stream maps A3 reports, or gemba walks — would make my list of what should be taught and applied first in a Lean manufacturing implementation. I would, on the other hand, include SMED, cell design, assembly line design based on takt time, etc.

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When to Use “Kaizen Events” to Achieve and Sustain Results

This is a perennial topic in all groups related to Lean.  In the TPS principles and practice discussion group on LinkedInBertrand Olivar and Kris Hallan recently started new discussions on the sustainability of Kaizen event results and on the means of achieving them. Most contributors hold extreme positions, the majority saying that Kaizen events are a panacea, and a growing minority that they are worthless.

In this you-are-with-us-or-against-us atmosphere, it is a challenge to get a hearing for the nuanced position I hold, which I summarize as follows:

  1. Kaizen events are not part of TPS
  2. Kaizen events are a valuable tool
  3. Kaizen events are not a panacea.
  4. Content should dictate how projects are managed, not the other way around.

Because it is a recurring topic, I have already accumulated the a trail of posts about it, that are referenced at the end.

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From Kaizen to the Kaizen Blitz | Blue Heron Journal

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Ken McGuire: “My humble observation is that the degree of enthusiasm about all things Lean is in direct inverse correlation to how recently the enthusiast has discovered it.”

Michel Baudin‘s insight:

Enlightening account from participants in the invention of the Kaizen Blitz in the US in the 1990s.

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Kaizen in Japan versus the English-Speaking World

In a discussion of the economic justification of Kaizen in the  TPS + 1 ENGINEERING discussion group on LinkedInKenyon Denning asked what Kaizen is and is not, and pointed to the English dictionary definitions on the web. Why look up a Japanese technical term in a general-purpose English dictionary? We should focus instead on what Kaizen means as a technical term in Japan.

If we are using it to mean something else, we are misleading our audiences, because they assume that you are talking about the approach that has contributed to the success of companies like Toyota, Honda, Matsushita, Kawasaki, and others, and that is the only reason they are listening. And the problem is that we are indeed using the term differently. The most common usage is in “Kaizen Events,” a project management format developed in the US that does not actually implement Kaizen. The popularity of Kaizen Events crowds out the genuine Kaizen from practically all the Lean implementation programs in the US. To see it in the US, your best bet is to visit Japanese transplant auto factories.

Over the past 35 years, Kaizen has become an English word. Among other data, Google about gives you the following chart of the use of Kaizen in English over time.  This chart based on a search of Google Books by ngram viewer. After rising steadily from 1978 to 2000, it has been holding steady through 2008, the latest point provided, at 0.33 words/million.

Use of Kaizen in English 1970-2008

Occurrences of “Kaizen” as a percentage of all words in English-language books

By comparison, for the same year, the following table gives Google’s occurrence rates for a few selected terms. I assume Google compares single words with other single words but I am not sure what it does with a 2-gram like “Lean manufacturing” that is used in speech like a single word.

Kaizen occurrences compared


The available on-line definitions for Kaizen in English dictionaries are as follows:

  1. Random House (2013):
    • A business philosophy or system that is based on making positive changes on a regular basis, as to improve productivity.
    • An approach to one’s personal or social life that focuses on continuous improvement.
    • Origin: < Japanese: literally, ‘continuous improvement’
  2. Collins Complete & Unabridged 10th Edition (2009):
    • A philosophy of continuous improvement of working practices that underlies total quality management and just-in-time business techniques
  3.’s 21st Century Lexicon:
    • Japanese for continuous and incremental improvement, a business philosophy about working practices and efficiency; improvement in productivity or performance.
    • Etymology: Japanese ‘change for the better’

By contrast, following are a few Japanese views on the subject:

  1. The most common general language dictionary used in Japan is the Kojien (広辞苑). Its definition of Kaizen (改善) is “the act of making a bad place good again” (悪いところを改めてよくすること) and the example given is “improving the treatment” (待遇を改善する). The opposite is “changing for the worse” (改悪, Kaiaku).
  2. In a technical context, author Bunji Tozawa defines Kaizen as “changes in methods to make the work easier, conceived and implemented by those who do the work.”
  3. Another Japanese author to emphasize Kaizen is Masaaki Imai, who defines it as  “ongoing improvement involving everybody, without spending much money.” 
  4. In 1985, the Japanese Factory Management monthly (工場管理) issued a Dictionary of Shop Floor Kaizen (現場を改善する辞典), which managed not to contain a definition for “Kaizen,” but, like Tozawa and Imai, it emphasized that kaizen is something everybody does, to make the work easier to do, produce better quality output faster and cheaper, while making the workplace safer. The list covers every known dimension of manufacturing performance except morale, which improves as by-product.

To Tozawa, each discrete change is a Kaizen;  to Imai, Kaizen is the process by which these improvements are made on a continuing basis. I have not seen an explicit emphasis in Tozawa’s writings about Kaizens being cheap, but it is implicit in the idea that the improvements are done by the people who do the work. Cheap, however, does not mean free, and Kaizen activities commonly involve giving individuals or teams license to spend a few hundred dollars at a hardware store for a project, but a $50K investment would be outside the scope of Kaizen.

None of the English dictionaries says anything about changes being made in work methods, by the people who do the work, and requiring little or no investment. In none of the Japanese descriptions of Kaizen does it rise to the level of a “business philosophy.” The nature of Kaizen is best shown through examples, and I would like to share one that struck me as a particularly vivid illustration.

Traditional Japanese squat toilets on Shinkansen trains

Traditional Japanese squat toilets on Shinkansen trains

Standard train toilets

Standard train toilets

About 15 years ago, Kojo Kanri focused an issue on Kaizen in the kind of dirty jobs that do not receive much management attention (泥臭い改善, dorokusai kaizen). There was in particular a story about a circle of high-speed train janitors who were tired of cleaning the same toilets 8 times a day. These trains were equipped with traditional, Japanese squat toilets that international passengers did not know how to use and messed up as a result.

One obvious solution was to replace these toilets with the worldwide standard. It would have been no hardship for the Japanese passengers, because this style is already used in 90% of homes and work places in Japan. But replacing these toilets in 100 16-carriage trains could not have been done quickly, and was an investment beyond the scope of Kaizen.

So the janitors took a number of simpler steps, and measured the results in terms of the number of required cleanings per toilet per day. This included posting some graphic explanations on how to use the equipment, painting outlines of where users should place their feet, and finally materializing the right locations with rubber pads to make it awkward to place your feet anywhere else. At the end of the project, the required cleanings were down to one toilet per day.

Earlier posts on Kaizen in this blog include the following:



Value-Stream Mapping, Kaizen Blitzes, and Jishuken

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The American literature on Lean gives the impression that all it takes to implement it is Value-Stream Mapping (VSM) and Kaizen Blitzes. Mention these to Toyota people, however, and you may be surprised that they have never heard of them, and certainly not as part of the Toyota Production System (TPS) that Lean is based on. Likewise, General Tso’s Chicken, the most popular Chinese dish in the US, is unknown in China and was traced by Jennifer 8 Lee to a chef in New York City in 1976.

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