| Even though the implementation techniques and tools | | | | Getting the Timing Right |
| put into practice by Black Belts could differ, Kaizen is | | | | Analysis of the time value is conducted whenever the |
| by far the basic methodology used for such purposes. | | | | efficiency of a particular business process relies on the |
| Additionally, it has been observed that principles of | | | | time spent for completing various sub-processes within |
| Lean Six Sigma are time and again merged with | | | | the main one. This helps the Black Belts in weighing the |
| Kaizen concepts for providing faster and much better | | | | actual time taken for the process against the |
| results. | | | | standards that have been set. When the less efficient |
| Kaizen Basics | | | | sub-process is identified, the Black Belts use the |
| Six Sigma and Kaizen are said to be alike as they | | | | previous process maps for identifying the problem |
| both are based on the principle that every organization | | | | areas causing the slowdown, contained by the |
| is composed of a series of business processes, which | | | | sub-process. |
| have to be changed occasionally to accomplish better | | | | Focusing On Key Processes |
| quality and efficiency. | | | | There are instances where, due to limited time, it is |
| The following are some basic Kaizen procedures | | | | impossible to evaluate every business process. In |
| Black Belts put into practice for identifying problem | | | | times like these, Black Belts employ value stream |
| areas and looking for operational results. | | | | mapping for recognizing processes that offer |
| Identifying Key Problem Areas | | | | maximum value and the ones that offer minimum |
| During this procedure, the Black Belt and their team | | | | value. Value stream mapping is very helpful whenever |
| members focus their strengths on recording the | | | | there is some improvement in quality that has to be |
| various features of the business process for making | | | | carried out in a diminutive time for making it easier for |
| the identification process considerably faster and | | | | Black Belts to focus their quality improvement |
| easier. After the various elements of the given | | | | programs only on maximum value providing processes. |
| process are recorded, it turns out to be very easy for | | | | This procedure is usually used in organizations where |
| the implementation team to identify problem areas and | | | | the real number of low value processes is |
| advise corrective measures to solve them. | | | | considerably larger than the high value processes. This |
| Mapping of the process is useful in recording the | | | | procedure may not be necessary in organizations with |
| aspects of a complex business process that has | | | | fewer processes or in organizations with high value |
| many sub-processes or sub-parts. | | | | processes. |