ABSTRACT
In this chapter, the author talks about how a company can translate the bias for action into "change" and productivity gains through the continuous improvement event—the kaizen. Responsible for the success of the kaizen event is the kaizen team: six ordinary individuals with varying skill sets who come together over the course of one workweek and achieve extraordinary results in our company. Once the rhythm is lost with kaizen events, the concentration and sense of urgency also tend to go down the drain. Preparation for the kaizen event—in both training and attention to machinery, manpower, and materials that might be needed—is crucial to the success of the actual kaizen event. Depending on the objectives of the kaizen event, prior arrangement may be needed to have certain trades or skills people available as needed to help in the progress of the kaizen.
