Kaizen and Kaizen Train the Trainer

Kaizen & Kaizen Train the Trainer 
(T3 is Optional)

Methodology: Utilizing Lean Thinking for process improvement is the philosophy of continuously identifying and eliminating workplace waste and ineffectiveness. A Key Element within our Lean Philosophy is to tap into Creativity before Capital, whereby we engage more of the people and utilize the existing processes and equipment to maximize business results by reducing or eliminating the wastes associated with 'the way we do things today'. 

We have learned there is no one-way of implementing the Lean methodology. Therefore, when working with a client to address a specific improvement opportunity or implementing a complete Lean system across the entire organization, we follow a structured sequence of proven effectiveness: 

  • Communicate the process and basic tools to stake holders.
  • Assess the current state and develop future state goals.
  • Develop appropriate value stream measures.
  • Prioritize improvement activities based on data.
  • Implement solutions & make it the new habit. 

The goal of this methodology is to move away from bureaucratic, individual expert driven improvement systems to those that are highly participative and driven by process owners and operators. As events progress, improvement projects will increasingly be led by internal facilitators who have been T3 (Train-the-Trainer) trained. This approach helps to ensure that the highest priority opportunities are being acted upon and that the appropriate learning occurs where the need arises. Our methods are also focused toward teaching and coaching internal experts to become the teachers and leaders or tomorrow.


We prefer to teach organizations how to do what we do so that they do not become reliant upon consultants over the long term for sustained results. Instead, we help our clients identify key personnel to 'learn while doing' during the implementation of Lean methodologies so that the seed of knowledge and results begins to sprout and grow rapidly throughout the organization and ensures that there are resources in place to handle this.

Kaizen Rapid Improvement Methodology: 

Kaizen is the spirit of continuous improvement that employs short-term, concentrated, lightning-paced attacks on workplace wastes and ineffectiveness. Our Kaizen Rapid Improvement Process transforms an organizational culture from static, task-driven thinking to instinctive lean flexibility, adaptability and innovation. Kaizen is designed to be absorbed directly into the principals of doing business, instilling a permanent competitive edge that allows our clients to achieve 'World Class'. Now being applied by firms in all sectors of business around the worked, Kaizen has become the most effective vehicle to world-class performance. A Key Element within the Kaizen Methodology is: "Creativity before Capital"

What Happens During a Kaizen Event? 

Events are based on "Just in Time" bursts of training followed immediately by an application of the concepts learned.

  • Education and awareness training to promote change in thinking by participants.
  • Analysis and documentation of the "way it is".
  • Learning and testing new brainstormed solutions.
  • Selection of "best-fit" improvement ideas.
  • Rapid implementation.
  • Measurement of improvement results.

The focus of each event is specific and the expectations are set at a challenging level. Results are reported in a dollar format where possible, allowing your organization to realize the true potential of continued success. Typically, team members are a cross-section of the organizational make-up, blending both management and non-management personnel. Added value is realized when external suppliers and customers are incorporated into the team. These outside eyes help challenge existing methods and mind-sets within the organization and bring a fresh perspective to the other team members.

Why Use the Kaizen Methodology?

The Kaizen methodology believes it makes more sense for many people to look for one thousand 1% gains than waiting for one person to come up with one 1000% gain. It is also an effective approach when you consider the improvements are made and in place before typical resistance by the organization has a chance to take place. Generally an immediate 50% (or higher) improvement is targeted. The objective is for a team or teams of employees to learn the process by doing. The Rapid Improvement Process of Kaizen is used:

•   To create enthusiasm for work place improvements
•   To make significant breakthroughs as a part of a larger system change
•   As a strategy for implementing "Just In Time" production 


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Bren de Leeuw, National Director – Program Delivery-
National Director – Food, Beverage,
Bio & Ag Program - 519-372-6009

Kaizen Train the Trainer (T3)




The program is broken into 7 individual events / teams of people from the participating business, each of them are one week in duration. The facilitators participating in the T3 program are involved on every team during the seven weeks also. The long term goal of Lean and Kaizen is to have everyone in a given facility involved in change for the better.


That being said, each Kaizen team should consist of different people from the business. The team generally works for 8 hours per day on kaizen activities. At the end of the day, the facilitators in training spend an additional 2 hours developing skills and knowledge that will be vital to facilitating Kaizen events going forward.


The modules / weeks that facilitators receive training in are listed below in detail.


Week 1:  The 'Introduction to Kaizen Training' is given at the beginning of every event. The facilitators in training will be required to deliver the material to teams in the future. Secondly, specific items that are discussed are preparation for Kaizen events, different types of Kaizen events (changeover reduction, efficiency gains, lead time reduction), and the use of pre-event checklists.


Week 2: Facilitators in training begin to practice delivering the Kaizen presentation to the co-facilitators in training.
Secondly, specific items that are discussed are the facilitators' role in a team, concepts of communication,
how to manage different behaviors within a team, and why change is difficult for people.


Week 3: Facilitators in training continue to practice delivering the Kaizen presentation to the co-facilitators in training. Secondly, specific items that are discussed are 'Changeover Reduction' techniques and tools (SMED), and the concepts and philosophy of 5S.


Week 4: Facilitators in training will normally be delivering some portions of the Kaizen team presentation at this point. The facilitators in training would be asked to go and observe processes within their facility and report back on examples of the seven deadly wastes. Secondly, the facilitators in training would receive training in Lean and the accounting function. The focus is on how to report gains that a Kaizen improvement has delivered. Also, items like cost of carrying inventory, 'Budgeting Processes' and understanding of income statements are discussed.


Week 5: Facilitators in training will be delivering all of the Kaizen team presentation at this point. Also, they will be facilitating items such as brainstorming exercises and other portions of the Kaizen event. Feedback and coaching on the day's events would be discussed. Secondly, the facilitators in training would receive training would be trained in Kaizen event selection, how to motivate people, and also to work on a case study for a company's Lean implementation.


Week 6:  Facilitators in training will be facilitating the majority of the Kaizen at this point. Ongoing coaching and feedback would take a large part of the two hours per day training time. Other items that are discussed are the proper use of kaizen flowcharts; production smoothing, Kanban (pull systems), and Jidoka (stop the line mentality).


Week 7:  Facilitators in training will be facilitating the entire Kaizen at this point. Each facilitator in training will receive a final report from the contracted person. Other items that are discussed are Standard operations, Takt time, the use of time observation forms, the importance of the timely completion of homework, and communication of Kaizen progress.


Upon completion of the program the facilitators in training will be able to run Kaizens without any outside
assistance on a regular basis. Moving forward the facilitators will be capable of training other people within
the company to facilitate Kaizens also. The importance and benefit of Kaizen is that everyone in a facility gets
to be involved.



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